Judd Spitzer

Category: Work

  • Represented Workforces: A Guide for Managers

    Represented Workforces: A Guide for Managers

    Collective Bargaining Agreements

    Managing unionized or represented employees is a unique and nuanced skill. If you’ve never worked in a union shop as an employee, you may find yourself at a disadvantage when stepping into a management role. Successfully managing within a unionized environment requires a mindset shift—one that avoids an “us versus them” mentality. Approaching union relationships with hostility or resistance will only lead to conflict, grievances, and strained relations with labor relations teams.

    Understanding the Union Context

    I had my first experience with unions in 1997 while working for Lockheed Martin on the Titan launch vehicle at Cape Canaveral. It was a closed shop, meaning union membership was a condition of employment. Not all workplaces require union membership, but many employees are represented by unions even if they opt out of paying dues. These employees have specific rights under the collective bargaining agreement (CBA), and as a manager, understanding those rights is essential.

    While the legal nuances of unionized workplaces vary, one universal truth remains: fostering a collaborative relationship with union employees can make all the difference. A strong partnership and mutual respect in the workplace help avoid unnecessary conflicts and grievances.

    Bridging the Gap: Collaboration Over Conflict

    A common misconception is that managing union employees requires rigidly following the union’s playbook to avoid grievances. While it’s true that the contract should guide your decisions, effective managers learn to navigate the contract creatively and collaboratively. Building relationships with labor representatives, such as union stewards, is crucial. Open communication, transparency, and flexibility can create win-win solutions that benefit both employees and the company without violating contractual terms.

    Set clear expectations, but also recognize when there’s room for compromise. Employees appreciate managers who treat them as partners rather than adversaries, and this mutual trust often leads to better outcomes for everyone.

    Know the Rules

    Some managers assume they can ignore the union handbook or collective bargaining agreement, but that’s a mistake. Familiarity with the contract is non-negotiable. If you don’t know the rules, you’ll quickly find yourself being told how to manage—and not in a good way. Understanding the agreement allows you to:

    • Implement benefits and policies equitably.
    • Offer overtime opportunities fairly.
    • Ensure the workplace is compliant with contractual obligations.

    By adhering to the agreement, you maintain a level playing field for employees and avoid creating unnecessary grievances, which can become bargaining chips for unions during contract negotiations.

    The Impact of Grievances

    Grievances can seem minor at first, but they carry significant weight in union negotiations. Each unresolved issue becomes evidence of mismanagement or inequity, and unions will leverage them to demand concessions during contract talks. By resolving issues proactively and minimizing grievances, you strengthen your organization’s position while maintaining a positive working relationship with employees.

    Treat Employees as People

    At the end of the day, represented employees are still employees—people who want to do a good job, contribute to the company’s success, and be treated fairly. When you focus on respect, equity, and communication, the presence of a union becomes almost invisible in your day-to-day interactions.

    Unions exist to protect employees and ensure fair treatment, and when approached with the right mindset, they can be valuable allies in creating a productive and equitable workplace. Treat your unionized team members with the same fairness and dignity as any other employees, and you’ll find that managing within a unionized environment is not just manageable—it’s rewarding.

  • Work Hard, Play Hard: Leading Your Team to Success

    Work Hard, Play Hard: Leading Your Team to Success

    When I was in the Navy, we had a saying during submarine refits: overtime is authorized. It was a half-joke, but the reality was clear—Navy life meant working tirelessly around the clock. If you had time off, it was precious; but when it was time to work, you gave it your all. That mentality shaped how I view leadership and productivity even today.

    In today’s work environment, particularly for those in hourly roles, this balance of “work hard, play hard” is more nuanced but just as critical. As managers, we must recognize that workplace dynamics come in waves. There will be times when employees are asked to go above and beyond, tackling Herculean tasks to move the organization forward. During those moments, it’s vital to acknowledge their efforts and lead by example—showing them that the team is truly in it together.

    However, just as critical as driving through those high-tempo periods is ensuring recovery time afterward. People need a break. Burnout doesn’t just hurt individual employees—it erodes the entire team’s morale and long-term productivity.

    Understanding the Workload

    When the pressure is on, employees gain a sense of accomplishment from rising to challenges, especially when they see the tangible results of their efforts. But sustained high production without rest is a recipe for burnout. Leaders must plan for slower periods, where employees can catch their breath and recharge.

    If your team is perpetually in overdrive, it’s up to you to take action—whether that’s adding more personnel, redistributing workloads, or finding other solutions. Ignoring the issue will cost you your best employees. People who can’t take their vacations or have no time to recover will feel undervalued and look elsewhere.

    People are More Than Their Jobs

    It’s easy to think of employees solely as contributors to your organization’s mission. But as a leader, you must remember that work is just one part of their lives. Employees have families, hobbies, health concerns, and passions that extend beyond their roles. Their jobs fund their lives, but those lives can’t revolve entirely around work.

    In today’s workplace, employees expect more than just a paycheck. They expect recognition, flexibility, and a culture that values them as whole people. Failing to provide that balance will not only cost you talent but also create a disengaged workforce.

    Rewarding Hard Work

    “Work hard, play hard” isn’t just about maintaining balance—it’s about rewarding effort. When your team goes above and beyond, they should feel appreciated. Recognition can take many forms, whether it’s financial incentives, time off, or even a simple acknowledgment of their contributions. Don’t let exceptional effort be dismissed as just another day at the office.

    In 2025, even showing up consistently is a big deal. A workplace culture that values hard work and ensures fair rewards will foster loyalty and drive. The best teams thrive on the understanding that their contributions matter—and that their well-being matters just as much.

    By embracing the “work hard, play hard” philosophy, you’re not just managing your team—you’re leading them to sustainable success.

  • Food Rules

    Food Rules

    When I was in Toastmasters, we had a saying: food rules. It meant that if you provided food at a meeting, you could count on good attendance. Fast forward to the corporate world, and the principle still holds true—food plays an essential role in workplace engagement and morale.

    Think about it: Have you ever attended an all-day meeting? Keeping participants engaged for long periods can be challenging, but food helps. A well-timed snack or lunch break can reinvigorate the group and maintain focus. However, it’s essential to navigate corporate rules regarding food, especially in organizations working with government contracts. Some companies may face restrictions, so it’s crucial to know your policies.

    Beyond meetings, companies should invest in spaces that promote convenience and comfort for employees. Having a well-equipped break area with coffee, tea, a refrigerator, and even ice can make a significant difference. These simple amenities support employees’ ability to prepare their meals, saving time and money while fostering a sense of care from the organization.

    When it comes to meetings, should leaders provide meals? It depends on the context. Providing food is especially effective when your team is working hard on high-pressure tasks. For example, during my time working on the Atlas V rocket program, food was brought in regularly. The team was under immense pressure to meet deadlines, and having meals on-site allowed us to stay focused and productive.

    For extended meetings lasting two or three days, providing meals makes sense. It keeps people engaged and eliminates the time wasted on leaving to find food. Food can either disrupt productivity or be the highlight that keeps everyone motivated and energized.

    Food is not just about sustenance—it’s also about morale. Sharing meals fosters camaraderie and builds connections. From breaking bread to sharing holiday potlucks, food creates opportunities for informal conversations and strengthens workplace relationships.

    However, there are caveats. Food should never be a substitute for meaningful rewards. Offering a pizza party instead of a raise or promotion can feel dismissive. While providing lunch or snacks can show appreciation, it should complement—not replace—formal recognition.

    As a leader, your job is to use all the tools at your disposal to motivate your team, and food is a valuable tool. Use it strategically to boost morale and productivity, but never as a replacement for genuine rewards. Food rules—but only when used wisely.

  • You Don’t Know What You Don’t Know: A Leadership Insight

    You Don’t Know What You Don’t Know: A Leadership Insight

    As a leader, it’s easy to find yourself in a situation where you’re asked a question and you don’t know the answer. It happens to everyone, even the most seasoned leaders. The truth is, leaders often face a knowledge vacuum because they’re managing areas where their technical expertise might be limited. It’s a challenge that comes with leadership, but it also presents an opportunity to demonstrate self-awareness, trust, and effective communication.

    The Challenge of Leadership and Knowledge Gaps

    In many cases, leaders find themselves stepping into roles that require them to manage complex systems and processes, but without the deep technical knowledge that their team members possess. And that’s okay. What good leadership demands, though, is recognizing and acknowledging the gaps in your own knowledge.

    This is where understanding that you don’t know what you don’t know becomes crucial. It’s not about being an expert in every aspect of the work but about managing the flow of information effectively. Leaders must rely on the subject matter experts (SMEs) within their teams to provide the insights necessary to move the organization forward.

    Trusting Your Team to Keep You Informed

    Good communication is the foundation of any successful team or organization. But it’s especially important when you’re managing technical staff who know more about the products, services, and deliverables than you do. Your team’s expertise should be your resource, and you need to cultivate an environment where they feel comfortable proactively sharing information.

    If you’ve been promoted from within, you might already have a strong understanding of the complexities your team faces. You’ve walked in their shoes, and you understand the day-to-day challenges they encounter. This familiarity allows you to give your team the space to operate without micromanagement, because you trust that the work will get done. However, for many leaders, there’s a period of adjustment. You may find yourself in a position where you’re uncertain about what’s going on in the work centers. This can lead to an increase in questions and requests for information, which can unintentionally feel like micromanagement to your team.

    The Risk of Micromanagement

    The uncomfortable truth is that when you’re out of your depth, you may feel compelled to ask more questions than usual to ensure that everything is moving in the right direction. The problem is that excessive questioning can lead to tension and mistrust, with your team wondering if you believe they can handle the work. This tension can erode the trust and confidence that is essential for high-performing teams.

    I’ve experienced this firsthand. In one instance, my team began to question whether I trusted their ability to get the job done. I have a strong understanding of our processes and procedures, but I was asking probing questions to ensure we were on track with multiple taskings. My intent wasn’t to undermine my team’s ability but to ensure that we were meeting deadlines and avoiding last-minute crunches. I’ve seen it happen too many times—when tasks are left to the last minute, everyone is scrambling to get products and services out the door. It’s stressful and inefficient.

    In this case, my bigger picture understanding of the schedule and its impact led me to ask questions that under normal circumstances I might not have. But sometimes, understanding the broader context means asking the tough questions.

    Navigating the “Don’t Know” Moment

    So how do you navigate the delicate balance of not knowing the details but still needing to lead? The answer lies in communication and relationships. Establishing open lines of communication with your team is essential. You might not have the answers, but you can certainly ask the right questions and learn from your team’s expertise.

    It’s important to set clear expectations with your team. Let them know that you’re not there to micromanage or to take over their job, but you do need information to ensure that everything is running smoothly. You might be asking questions that seem redundant or even silly, but your role as a leader is to understand where things stand. You’re responsible for communicating the challenges, progress, and successes to higher management, and you can’t do that if you’re in the dark.

    Conclusion

    In the end, remember: you don’t know what you don’t know. As a leader, you’re going to face moments of uncertainty, and that’s okay. Embrace the learning curve. Spend time getting to know your team’s processes, challenges, and perspectives. The growth you experience during this learning period is what will make you a more effective and respected leader.

    Good leadership is about more than just having all the answers; it’s about knowing when to ask the right questions, relying on your team’s expertise, and fostering a culture of communication and trust. When you acknowledge the gaps in your knowledge and rely on your team to help fill them, you’ll create an environment where everyone feels empowered, supported, and driven to succeed.

  • Leadership Lessons Introduction

    Leadership Lessons Introduction

    I’m glad you found this entry. Some people may think that leadership begins when you get a job as a manager and somehow that makes you a leader. That is far from the case. There is a long road to leadership and starting that journey early can bring you a lot of success and a drama free life. Dealing with people does not guarantee that things will be drama free, in fact it is inherently dangerous to believe that things will be drama free.

    Everyone has a life and brings all their baggage with them to work every day. It’s our job as a manager to provide the flexibility needed to keep the workforce engaged.

    I originally planned on writing 10 essays over 10 weeks, but that became 11 essays over 11 days. Here they are:

    1. Team Meetings
    2. Setting Priorities
    3. Time Management
    4. Delegation
    5. You don’t know what you don’t know
    6. Food Rules
    7. Work Hard Play Hard
    8. Collective Bargaining Agreements
    9. New Employees – Setting expectations
    10. Delivering News – Communication
    11. Email Etiquette – BONUS Entry