The Left of Boom Show

Hosted by Michael VanDervort

Business Management Careers

Website RSS feed LinkedIn

Episodes

Latest episode

Jun 2026

Language

About the show

Welcome to the Left of Boom Show, your go-to space for transforming businesses into exceptional workplaces! We're here to empower leaders and HR professionals with actionable insights, advice, and stories from top leadership, labor relations, and labor law experts.

Listen to episodes

49 recent

June 10, 202628 min

The Faster Labor Contracts Act - What Employers Need to Know

Could the Faster Labor Contracts Act fundamentally change how first-time union contracts are negotiated in America?In this episode of The Left of Boom Show, Phil Wilson is joined by labor relations veteran Dave Sapenoff for a discussion on legislation that could dramatically shorten bargaining timelines and replace negotiations with mandatory mediation and binding arbitration.Explaining the Faster Labor Contracts ActThey explain how the proposal would require newly organized employers and unions to begin bargaining almost immediately, allow only a limited window to negotiate a first contract, and ultimately place the terms of wages, benefits, scheduling, overtime, and other working conditions into the hands of arbitrators if no agreement is reached.Phil and Dave examine why first contracts typically take well over a year to negotiate, the unintended consequences of forcing the process into a 90-day timeline, and why both employers and employees could lose control over the final outcome.Drawing on decades of experience, Dave shares real-world bargaining examples demonstrating how arbitration could dramatically increase labor costs and potentially threaten the viability of businesses operating in competitive industries.The episode also explores the current political landscape, why this proposal may have a greater chance of advancing than previous efforts, and what employers can do now to educate leadership and engage policymakers before it's too late.In this episode you'll learn:How the Faster Labor Contracts Act would change first-contract negotiationsWhy mandatory arbitration could eliminate employee ratification votesThe risks of compressed bargaining timelinesHow arbitrators could determine wages, benefits, and work rulesReal-world examples of the financial impact on employersWhy the proposal could accelerate union organizing campaignsPractical steps employers can take to prepare and respondWhether you're an HR leader, labor relations professional, executive, or business owner, this episode explains one of the most significant labor policy proposals currently under discussion and why its implications deserve your attention.[00:00] Introduction to the Faster Labor Contracts Act[01:00] Provisions and Mechanical Changes in Labor Negotiations: [03:30] Implications for First-Time Agreements and Arbitration [06:20] Potential Risks and Unintended Consequences[09:57] Impact on Arbitration and Management Strategies[15:00] Case Studies and Real-World Examples[19:40]Political Landscape and How to Respond[26:45] What Employers Can Do Now[30:04] Final Thoughts and Call to Action

June 8, 202634 min

The Seven Red Flags of Collective Bargaining

In this episode of the Left of Boom Show, host Phil Wilson sits down with Doug Hessinger aka "Data Doug", a veteran labor and employee relations professional with over two decades of experience across retail, distribution, and financial tech services.Hessinger draws on his time as a labor relations department of one, managing six represented units across the US and Canada, to share hard-won lessons on contract administration, building relationships with union reps and frontline supervisors, and spotting the contract clauses most likely to cause headaches down the road.Whether you're new to a unionized environment or a seasoned pro, this episode is packed with practical, real-world guidance.Topics 00:03 -- Introduction to Labor Relations and Contract Administration02:14 -- Navigating Unionized Environments06:05 -- Building Relationships with Unions and Management11:52 -- Understanding Contract Language and Administration13:17 -- Common Pitfalls in Contract Management17:38 -- The Importance of Proactive Communication24:35 -- Red Flag Clauses to Watch Out For33:53 -- Key Takeaways for Labor Relations Professionals

June 2, 202636 min

The Art of Negotiation: How To Effectively Manage A Union Shop

Managing the Union ShopEvery supervisor conversation, grievance response, and contract interpretation happening on your shop floor today is shaping the outcome of your next union contract negotiationsDave Sapenoff spent seven years organizing for the Teamsters before crossing to the management side and spending three decades running labor relations for Sprint Communications across 35 collective bargaining agreements in 18 states.Now he consults full-time through LRI Consulting Services. Phil Wilson and Dave discuss effective collective bargaining negotiations, workplace relationship, managing in a union shop and what most employers get wrong between negotiations.What Causes Strikes and How to Prepare for ThemA strike is the result of a failure to prepare. Dave explains how an employer's ability to take a job action shapes everything about how they bargain, why first contracts come loaded with unrealistic expectations, and how union responsibility or the lack of it determines whether those expectations ever get tempered.Managing Union Expectations Between ContractsHostility toward the union is self-defeating. Dave walks through why being firm, predictable, and consistent matters more than being friendly, and why doing what the contract says, not what you think is seems fair is the foundation of an honest bargaining relationship.Training Supervisors to Handle Grievances and Steward ConversationsNinety percent of the time the first conversation shouldn't involve the steward at all. Dave breaks down the difference between a grievance and a gripe, why supervisors need to reach for the contract instead of taking allegations at face value, and why admitting a mistake and moving on is almost always the right call.Avoiding Past Practices Through Management ConsistencyInconsistent responses across supervisors are how grievance backlogs get built. Dave makes the case for cross-functional communication, regular staff meeting check-ins on what's coming up from the floor, and why predictability is the single best defense against a union looking to exploit the gaps. Fractional Labor Relations for Mid-Market Employers Most companies don't have a labor relations department and never will. Dave, who frequently fills the role of fractional labor relations advisor explains how fractional support works in practice from basic grievance calls to sitting first chair at the table during negotiations.Chapters00:00 | Introduction to Labor Relations and Dave Sapenoff02:37 | What Causes Strikes and How to Prepare for Them07:31 | Managing Union Expectations Between Contracts16:22 | Training Supervisors to Handle Grievances and Steward Conversations21:56 | Avoiding Past Practices Through Management Consistency27:54 | Fractional Labor Relations for Mid-Market Employers

May 27, 202640 min

Healthcare Labor Disputes and Bargaining Challenges

Left of Boom Show — Episode DescriptionGrant Pecor has been in healthcare bargaining long enough to know when a dispute is heading somewhere bad. He heads the labor relations group at Miller Canfield in Detroit, and he's currently eight months into a nursing strike that shows no signs of resolving. Phil sits down with him to work through what actually happens at the table and what employers keep getting wrong.The State of Healthcare Labor Relations Pandemic burnout, a nursing shortage that predates COVID, and inter-union competition between the Teamsters and established healthcare unions have created some of the most volatile bargaining conditions Grant has seen. He explains why healthcare remains the single hottest organizing target in the country right now.Inside an Active StrikeGrant breaks down how a Teamsters unit treating a hospital negotiation like a UPS contract collided with a new ownership group trying to reset institutional norms. He gets specific: staffing ratio demands that look like worker protections but create operational traps, call-in abuse patterns embedded in unit culture, and what happens when a union digs in so deep there's nothing left to offer.What Employers Miss at the TableRatification failures, the politics of helping a union save face, and the difference between what employees actually want and what their union is pushing. Grant's framework for separating real employee issues from agenda items wearing a disguise is worth the listen on its own.The Organizing Landscape Post-COVIDThe Starbucks wave is cooling. Higher ed and skilled trades are still active. Grant walks through where organizing is getting traction, why, and what the "bully model" tells employers about their actual exposure.The Faster Contracts ActWhy putting a deadline on collective bargaining doesn't fix the problem. It just hands one side more leverage.Chapters00:00 | Introduction to Grant Pecor and His Background01:43 | The State of Healthcare Labor Relations04:38 | Bargaining Dynamics in Healthcare09:25 | Challenges in Healthcare Strikes14:21 | Union Dynamics and Employee Relations19:06 | Navigating Negotiation Politics21:18 | Navigating Labor Relations and Bargaining Challenges25:09 | The Evolving Organizing Environment Post-COVID30:48 | Unions: Promises vs. Reality34:46 | The Impact of Legislation on Bargaining Processes

March 9, 202613 min

Living Left of Boom: Where Do We Go From Here?

In this final episode, Michael VanDervort and Phil Wilson reflect on the key lesson of the Next 52 Weeks series: rebuilding your workplace culture after a union campaign is not a one-time project. The first year is critical, but the work of maintaining a healthy workplace never stops.They discuss the importance of continuously checking in with employees, developing frontline supervisors, and reinforcing a strong direct relationship between leaders and their teams. Culture must be sustained through habits, leadership development, and accountability to survive turnover and changing business conditions.The episode concludes with a reminder that the principles discussed throughout the series are not just about responding to organizing activity. They are about building and maintaining an extraordinary workplace over the long term. TakeawaysThis is not a one-step program.You want to create a great place to work.The Next 52 weeks are a key time to get things right.You can't let it die down. You have to be constantly assessing your culture.Earning the privilege of direct relationships is crucial.It's easy to take your eye off the ball after improvements.Culture is about how we act toward each other.This is a way to live your life and build your company. Chapters 00:00 Introduction to the Wrap-Up Episode01:19 Key Takeaways from the Series03:29 Continuous Improvement in Workplace Culture06:23 Assessing Employee Sentiment08:25 Building Lasting Relationships with Employees10:00 Sustaining Cultural Change Beyond Leadership12:23 Creating a Legacy of Culture14:19 Final Thoughts on Extraordinary Workplaces

March 8, 202635 min

Resolving Workplace Conflict Before It Escalates

In this episode of the Next 52 Weeks series on the Left of Boom Show, Michael VanDervort and Phil Wilson explore how organizations can improve workplace relationships by strengthening conflict resolution processes.The discussion focuses on why employees need to feel that workplace decisions are handled fairly and how unresolved disputes often become organizing issues during union campaigns. Phil introduces the victim–perpetrator–savior triad, a common leadership trap where managers try to solve conflicts themselves and unintentionally create new ones.Instead of acting as decision makers in every dispute, leaders should shift toward facilitating conversations that help employees resolve issues directly with each other. The conversation also examines dispute resolution systems such as peer review panels, grievance procedures, arbitration, and open-door policies, highlighting how organizations can create processes that reinforce fairness and trust.Ultimately, the episode emphasizes that effective employee relations depend on one key outcome: employees believing they were heard and treated fairly, even when the final decision does not go their way.TakeawaysWorkplace conflict is inevitable, but escalation is not.Employees primarily want a fair process when disputes arise.The victim–perpetrator–savior triad can unintentionally worsen conflicts.Leaders should facilitate conflict resolution rather than act as saviors.Peer review panels and ADR systems can increase perceptions of fairness.Union campaigns often highlight unresolved employee disputes.Supervisors should avoid defensive reactions when decisions are challenged.Encouraging employees to pursue dispute resolution channels builds trust.Clear and transparent conflict resolution processes strengthen workplace culture.Fairness and voice are central to long-term employee engagement.Chapters 00:00 Why Workplace Conflict Matters04:04 The Victim–Perpetrator–Savior Conflict Trap12:20 Dispute Resolution Systems and Peer Review28:20 How Supervisors Should Handle Conflict34:09 The One Mindset Shift That Improves Conflict Resolution

February 23, 202632 min

Cultivating Performance

SummaryIn this episode of the Left of Boom show, Phil Wilson of LRI Consulting Services, Inc. and Mike Perkins of Frontline HR discuss the critical role of frontline supervisors in providing performance feedback.They explore the importance of training supervisors to effectively communicate with employees, the flaws in traditional performance review processes, and the necessity of regular feedback and encouragement. The conversation emphasizes the need for accountability, emotional intelligence, and the impact of positive reinforcement on employee engagement and workplace culture.Leadership TakeawaysFrontline supervisors are crucial for employee engagement.Training is essential for supervisors to provide effective feedback.Regular feedback should be prioritized over annual reviews.Positive reinforcement is key to maintaining morale.Accountability must be a two-way street between leaders and employees.Avoiding difficult conversations can lead to bigger issues.Performance reviews should not be a surprise to employees.Emotional intelligence is vital for effective leadership.Encouragement can significantly improve employee performance.Supervisors should document feedback throughout the year.Chapters00:00 Introduction to Performance Feedback02:57 The Importance of Frontline Supervisors05:51 Training Supervisors for Effective Feedback08:56 Creating a Positive Feedback Culture11:52 The Flaws in Traditional Performance Reviews14:50 Regular Communication and Accountability17:52 Encouragement and Recognition in Leadership20:43 Handling Low Performers23:54 The Role of Emotional Intelligence in Leadership26:54 Final Thoughts on Supervisory Practices

February 18, 202631 min

Creating a “Net Promoter” Culture: Activating Your Employees as Advocates

SummaryIn this episode of The Left of Boom Show, Phil Wilson and Glenn Album explore what it takes to build a net promoter culture, one where employees actively advocate for the organization, challenge it constructively, and help solve real problems.Rather than focusing on slogans or programs, the conversation centers on trust, inclusion, and everyday leadership behaviors that invite employees into ownership. A story from Glenn’s manufacturing experience illustrates the point. A complex operational issue was ultimately solved not by outside experts, but by a frontline employee who felt empowered to speak up.The takeaway is straightforward and uncomfortable for some leaders. Cultures strengthen when organizations treat employees as partners in problem-solving rather than as passive recipients of decisions. When that happens, advocacy follows.Key TakeawaysA net promoter culture is built on pride, trust, and employee advocacy, not perks or posters.Employees closest to the work often see what leadership and experts miss.Real engagement means inviting input before there is a crisis or campaign.Collaboration across roles produces better solutions and stronger commitment.Frontline voices matter when leaders make space for them to be heard.Advocacy grows when employees feel ownership of outcomes, not just tasks.Cultures improve fastest when disagreement is encouraged and handled constructively.Chapters00:00 Creating a Net Promoter Culture01:06 Activating Employees as Advocates Through Trust and Inclusion

February 4, 202644 min

Labor or Labour | Comparing Labor Relations: Canada vs. U.S.

In this episode of the Left of Boom Show, Phil Wilson, CEO of LRI Consulting Services, Inc., and John Mortimer, CEO of Mortimer & Company Consulting and LabourWatch, discuss the intricacies of Canadian labor law, comparing it with the U.S. system. They discuss the structure of labor boards, the dynamics of union membership, and the importance of fostering positive employee relations. The conversation highlights differences in how labor laws are applied in Canada and the U.S., the challenges unions face, and the importance of creating a great workplace to avoid unionization. The discussion also touches on the future of labor relations and the evolving landscape of employee rights.The conversation highlights differences in how labor laws are applied in Canada and the U.S., the challenges unions face, and the importance of creating a great workplace to avoid unionization. The discussion also touches on the future of labor relations and the evolving landscape of employee rights.TakeawaysCanadian labor law varies significantly from U.S. law.Each province in Canada has its own labor regulations.Canada's labor boards operate differently than the U.S. NLRB.Unions in Canada have a different relationship with employees compared to the U.S.Employee relations are crucial for avoiding unionization.Many employees prefer non-unionized workplaces.The structure of labor boards in Canada promotes fairness.Unions must earn their members' trust to remain relevant.Creating a positive workplace culture can reduce the need for unions.The future of unions may depend on their ability to adapt to employee needs.Chapters00:00 Introduction to Canadian Labor Law02:55 Understanding the Structure of Labor Law in Canada05:45 Differences in Employment Law Between Canada and the U.S.08:54 The Role of Labor Boards in Canada vs. the U.S.11:53 Unionization Processes and Challenges in Canada14:52 Union Dynamics and Employee Relations in Canada18:01 Comparative Union Density and Membership Issues23:12 Understanding Labor Watch and Its Purpose32:04 Creating Positive Work Environments46:43 Decertification and Labor Relations in Canada vs. the US

January 31, 202626 min

Navigating the Right of Boom: Communication Strategies

"Every employee base is a bell curve.""Leaning into the why is so important.""Hang a flag on your problems."SummaryIn this episode, Phil Wilson, CEO of LRI Consulting Services, Inc., and Nick Kalm, CEO of Reputation Partners, discuss the importance of effective communication in the workplace, particularly in relation to managing employee stress and anticipating reactions to change. They explore strategies to proactively address potential issues, the importance of understanding employee sentiment, and the need to educate employees about business operations. The conversation emphasizes the need for organizations to acknowledge criticism and communicate transparently to foster trust and engagement among employees.TakeawaysPeople are under tremendous stress.Employers need to understand employee sentiment and turnover.Every employee base is a bell curve with varying levels of engagement.Human nature tends to view change negatively.Condition employees to understand the reasons behind changes.Acknowledging criticism can build trust and goodwill.Proactive communication is essential in crisis management.Educating employees about business operations is crucial.Understanding vulnerabilities helps in anticipating employee reactions.The consequences of neglecting communication can be severe.Chapters00:00 Introduction to Communicating Right of Boom02:58 Understanding Employee Stress and Organizational Dynamics05:58 Navigating Change and Employee Sentiment08:56 Anticipating Criticism and Framing Responses12:05 Addressing Unanticipated Events and Crisis Management15:03 Proactive Communication Strategies17:46 Educating Employees on Business Operations20:53 The Importance of Transparency and Profit Explanation24:14 Key Takeaways for Effective Communication