The best leaders invest in people. They make time to visit local lodges, attend meetings, hear concerns and learn what is happening at the local level.
Every Boilermaker knows the importance of having the right tools for the job. The wrong tools can mean slow progress or worse, deadly mishaps. The same principle applies to leadership. If we want stronger local lodges, which means a stronger union, we must ensure our lodge leaders have the right tools to succeed.
One of the lessons I've learned while visiting local lodges across North America is our members want connection. They want leadership that listens and remains engaged long before an issue becomes a crisis. In the past, union leaders have been viewed as distant—uninterested in the day-to-day issues local lodges face. That approach doesn’t build trust. Nor does it build a strong union. At the heart of every union is its rank-and-file membership.
Leadership sets the tone for this union. When leaders invest in relationships and training, those values spread throughout the Brotherhood. When leaders listen, members feel heard. When leaders engage, members engage. The example we set matters.
The best leaders invest in people. They make time to visit local lodges, attend meetings, hear concerns and learn what is happening at the local level. For too long, leadership has been a one-way conversation driven by mandates “from above.” That’s unacceptable. That’s not leadership. Leadership must be a dialogue built on mutual understanding.
It is critical for leadership to encourage communication and create opportunities for open dialogue. It means ensuring concerns are heard and acted upon. Shop stewards, foremen, business representatives and local lodge officers are often the first to recognize challenges facing members. Their voices matter. Listening may not seem like a traditional tool, but it’s the first step in understanding what’s working and what needs to change.
Another essential tool is training.
Many of us remember stepping into a local leadership role and learning the job through trial and error. We did our best, but too often we were expected to figure out procedures and policies on our own. That’s not a model for sustainable growth.
A skilled Boilermaker receives training before taking on complex work in the field. Leadership should be no different. Whether serving as a local lodge officer, shop steward, or business agent, every leader deserves access to the knowledge and training needed to perform their responsibilities effectively.
Local leadership today requires more than experience on a jobsite or in a shop. It requires understanding finances, labor law, communications, administration and member engagement. For some local lodge officers, it may mean learning how to work effectively with a CPA to manage the financial responsibilities of a local lodge. These are specialized skills that should not be left to chance.
We already have valuable resources through programs such as BNAP and MOST, but we must continue working toward a more consistent and standardized approach to leadership development across our union. Every local lodge should have the confidence that its leaders are receiving the same high-quality training and support, regardless of location. Every local lodge needs the assurance that International leadership stands with them and wants them to succeed.
Support is another critical tool. Lodge leadership can be challenging, particularly during times of uncertainty. No lodge officer should feel isolated when facing difficult decisions or unexpected challenges. Our responsibility as an organization is to ensure local leaders know where to turn for guidance and assistance.
Finally, visibility matters, at both the local and International level. Members are beginning to see their union leadership actively engaged in the broader labor movement through events such as AFL-CIO conferences, Tradeswomen Build Nations and the NABTU Legislative Conference. When members see their leaders participating alongside labor allies and industry stakeholders, they know the Boilermakers have a voice and a seat at the table. This union is not an island unto itself. We work with a wide scope of other labor organizations, contractors, owners and union consortiums. Relationships with those outside the union help strengthen the Boilermakers, and creates opportunities for future work.
This applies to the local lodge level, too. When new projects that will employ members are getting pushback from the community, it’s imperative that Boilermakers are in community meetings, providing a counterbalance. It’s often necessary to secure work. It’s important to support the wider labor community. The new Regional Legislative Coordinators can help lodges amplify their voice in local issues.
Strong local lodges do not happen by accident. When we provide our leaders with the right tools and stay connected to the members we serve, we build a stronger organization for generations to come. The right tools build better leaders. Better leaders build stronger local lodges. And stronger local lodges build a stronger Brotherhood.
