The Devil at My Doorstep Read online

  More than 40 years later, John L. Lewis would add to the union movement with the establishment of the Committee for Industrial Organization (CIO). Lewis backed F.D.R. for President to the extent of telling workers “The President wants you to join the union.”

  After World War II, the two labor unions merged as the AFL–CIO with Lewis at the helm. Prominent during this time was also the United Auto Workers led by Walter Reuther. He organized major strikes in 1946 while rooting out any Communist infiltration.

  Restrictions on union activities occurred a year later through adoption of the Taft-Hartley Act. President Harry S. Truman called it a “slave labor bill,” and vetoed it before it became law. The bill addressed concerns over unfair labor practices, jurisdictional strikes, and picketing. In 1955, powerful leader George Meany was chosen to lead the AFL–CIO. Based on his resolve, four years later the Labor Management Reporting and Disclosure Act was passed establishing a bill of rights for unions because of concerns over the ingestion of organized crime figures into the mix. Free speech and assembly were guaranteed along with safeguards from unworthy punishment, the right to vote regarding dues, and the right to participate in union activities. More democratic rights thus existed in addition to standards being established to protect union funds. Guidelines to elect leaders were secured through fair and non-arbitrary elections. Transparency was the call of the day with members having the right of notification 15 days before elections. No union funds could be used for promotion of candidates with elections held at least once every three years. Most importantly, to hinder any repercussions against members concerning their voting rights, voting was required to be completed by secret ballot with impartial election observers alongside to make certain no corruption occurred.

  Such safeguards were essential to union members’ rights because the goal was for the union to protect interests regarding working hours, wages, and especially work conditions. Soon nearly every occupation had representation including police officers, airline pilots, doctors, writers, film producers and directors, actors, teachers, and factory workers. Instead of individual members having to secure their rights, the union was established to do it for them through collective bargaining and other procedures. People did not feel they were alone, but had the strength of unity behind them especially when grievance situations occurred. Then the union stood up for the little guy or gal and represented their best interest. What could be more American that this?

  Companies that chose to recognize union representation could do so, or a majority of the workers could decide to unionize. Any attempt by the employer to dissuade union formation through threats or intimidation, or especially recrimination such as firing employees who advocated unions, was strictly forbidden. The flip side was that unions could not threaten or intimidate workers into forming a union, one specific reason for the evolution of the secret-ballot vote, a true protection providing the guarantee of freedom of choice for each worker. When union members felt they were being unfairly treated, the right to strike permitted them power and leverage to gain the changes they felt necessary at the particular business.

  Under the National Labor Relations Act of 1935, Congress had permitted workers the freedom of choice to be represented if they wished to do so, provided them protections against discrimination, and created a board to oversee management–union disagreements regarding their legality. Despite these protections, unions fell into corruption during the reign of certain labor leaders such as James Hoffa, who many felt were more interested in lining their own pockets with gold than caring about the union members. Crusaders such as Attorney General Robert Kennedy sought to rid the unions of such leaders, and during the early 1960s, Hoffa and others landed in prison for their crimes. Violence and intimidation had been Hoffa’s calling card, but his imprisonment did not stop more violence occurring in 1970 when United Mine Workers reform candidate Joseph Yablonski was murdered at his Pennsylvania home. This decade also witnessed the United State Postal Service mass strike and the United Farm Workers protests, led by César Chávez, against California Grape Growers. In 1979, the ruthlessness of employers bent on destroying unionizations was characterized in the successful film, Norma Rae, starring Sally Field.

  In the late 1970s, more than 20 million workers belonged to unions marking an all-time high. During the 1980s, the plight of workers was once again front and center when Lech Walesa, later to win the Nobel Peace Prize, led a group of Solidarity workers protesting government intervention at the Gdan´sk Shipyard in Poland. Nearly a year later, the air traffic controllers struck over rejection of a government contract with the-then President Ronald Reagan dismissing them at will.

  As the 1990s progressed into the early part of the twenty-first century, unions, based on a number of factors, declined in importance with union membership in the range of 16 to 17 percent, or lower. Strong shifts in job location also began to affect the work force as more jobs became available in the western and southern states where union organizing was more difficult. Women’s entry into the work force in larger numbers was also a contributing factor as fewer women normally joined than men.

  Many of those noting the decline of union influence in the United States laid the blame squarely on management, but other factors had an impact on the decline as well. Certainly, the increase of foreign competition as well as the deregulation of many industries including airline travel, trucking, and rail shipping led to uncertain times. Foreign imports, the enemies of many companies who have seen their profits decrease due to the global ability to underprice American goods and services, also contributed to the crisis. Management, in turn, complained that if the union demanded high wages, excessive health care benefits, and unwarranted retirement security, cost of goods increased substantially and the company could no longer be competitive. In 2008/2009, this was the cry from those lamenting the demise of the American auto industry where many workers, including those paid with an hourly wage and benefits, were earning more than 65 dollars per hour.

  All of these factors and more led to decreases in union membership and thus decreased revenue from dues. During the mid-twentieth century, more than 30 percent of the work force belonged to unions compared with less than 15 percent in 2004 and about 12 percent now, with many of those being government or public workers. One thing to remember—unions like SEIU are businesses too, non-profits yes, but businesses that must worry about the bottom line like any company existing today. They depend on revenues just like a normal business does to continue to exist. The revenues from dues are the lifeblood of the union along with donations or support from other entities. But unlike normal businesses operated with a capitalistic approach fighting for market share, the unions, at least the SEIU, operates under a structure replete with questionable tactics while using threat and intimidation as their calling card so as to impose unionization on those companies like ours who don’t want, and really don’t need, them around. It’s like forced marriage, telling someone they have to link up with another person they don’t want in their life. And, in SEIU’s case, doing it with underhanded business practices, deceptive statements, and other means that are just a smidgeon short of being illegal because officials always allege wrongdoing, but avoid objectively false accusations. Employees targeted are often naïve, easily manipulated, easily intimidated, have an ax to grind, or have a chip on their shoulder and are willing to give up their freedom and let themselves be controlled by union organizers who are much more interested in their own survival.

  In effect, many of the unions like SEIU have been trying to sell a product the American people don’t want or need to buy. When EMS had an accountant take a gander at how the SEIU spends its money, he remarked, “What a sleazy group,” as very little of the hard-earned money goes directly to helping the plight of the union members in the form of wage increases, benefits, and other matters improving working conditions. Many times unions like the SEIU take advantage of people who are misinformed and unfortunately believe much of the propaganda Stern
and his colleagues pitch at them, especially those at entry-level positions like janitors, food service workers, security guards, day-care center helpers, etc. If they took a close look at why they joined the union in the first place, and whether their way of life has really improved, they might reconsider being a union member especially at companies like EMS where the employees enjoy their jobs because they are treated right from the day they are hired.

  In the non-manufacturing sector where businesses such as EMS operate, union leaders nevertheless decided to take decisive action to fight back and restore unions to their rightful place. One such leader was Stern, who as the newly elected President of the SEIU, separated it from the AFL–CIO in 2005 when they would not back his reforms. The table was thus set for the controversial Stern and his union to begin a crusade to unionize as many non-manufacturing companies as possible. As a part of this strategy, EMS was squarely within the SEIU’s crosshairs.

  Foundations for

  Success

  WHEN EXECUTIVE MANAGEMENT SERVICES WAS CREATED IN 1989, I was a far cry from the young fellow who had earned a basketball scholarship to attend Wabash College 18 years earlier. Instead of concentrating on throwing a round ball through a hoop, I was about to risk everything my wife and I owned to become an entrepreneur in every sense of the word. Though the risk was apparent, we were ready to step to the forefront and try to be independent by owning our own business. Yes, I was ready, and my wife knew I was ready as she lent her support from every direction.

  The aspiring executive whom she supported was born in Beech Grove, just south of Indianapolis, in September 1953. My mom, Phyllis, a Catholic who attended Sacred Heart High School, and dad, Robert, were both natives of the large city. They had married in April 1951, the same year the Korean War escalated to the extent that North Korean troops drove across the 38th Parallel and captured Seoul, and General Douglas McArthur was relieved of his Far East command.

  Early days were spent around Lawrence, an Indianapolis suburb, while dad worked for a finance company. When I was 10, he was transferred north to Fort Wayne, Indiana and we left the home of my birth. But I would never forget the days when dad was not only the coach of our baseball team, but drove the team bus as well. I played well enough to make the all-star squad and our teams often won the league championships.

  Dad was a good man and compassionate, but he also really pushed kids hard. Mom was a great sport enthusiast too, and she never missed a game. When I was playing, I could always make out her voice, as she was one of the loudest cheerleaders in the stands.

  All kids should have great parents like I did. Together, they showed me how to be driven and persistent in different ways. Mom, a real tomboy who wouldn’t back down from anyone, was the more outspoken of the two. She was such a vibrant and outgoing person, one who had been a natural athlete playing sandlot baseball and football with the boys in the neighborhood. Later, she played girls basketball, but it was a far different brand of the game than the one competed at today on the high school or collegiate level. When mom played, all the team members couldn’t even cross the 10-second line at the same time.

  Dad was not a very tall man (5-foot 9-inches), but he liked basketball even though he didn’t play regularly until he was a high school sophomore. He loved baseball and was a voracious reader, with history and sports his favorites. But dad wanted me to try all the sports, and when I was just an 8-year-old freckle-faced kid, he took me to Heather Hills Golf course (later named Maple Creek Country Club), the first one built by the gifted golf course architects Pete and Alice Dye. During the summers, I balanced playing golf, baseball, tennis, and even some football while being a part of teams through fifth grade. Looking back, I am sure sports instilled in me a sense of competition, of winning and losing, of being a good sport, of playing by the rules, and of never giving up even when I did not do well. I thank Mom and Dad for that experience because it helped mold the man I was to become when I entered the business world years later. But sports weren’t my only passion—I used to love to drift over toward the area where Fort Harrison was located, wade the creek on the Army grounds, and play in the woods until the Military Police chased me off. What fun that was.

  Before the family moved to Fort Wayne, a defining moment occurred when mom convinced dad to turn Catholic. From that day forward, Catholic schools like St. Lawrence in Indianapolis and St. Henry in Ft. Wayne were my home. Sports were the call of the day once again with dad as the coach of the baseball team and mom cheering us on. My sister Nancy was also a sports lover.

  As 1967/1968 appeared, years when Middle East tensions and Dr. Martin Luther King’s assassination caught the world’s attention, my days were spent at Bishop Luers High School. Sports were once again my passion, but I recall trips to Washington D.C. or the mountains of Colorado where we took in the historical sites and relished togetherness as a family. But one strong recollection from these formative years occurred on the basketball court. When, as just a sophomore, I made varsity and played a great deal, some of the older players resented the attention coming my way. When one of them knocked out my front tooth one day with a vicious elbow, I woke up to the realization that not only did one competing have to play hard, but one had to be ready to face adversity by developing an inner-toughness and mental toughness to withstand the rigors and punishment involved. And alongside this type of toughness, a certain physical toughness was required so I could withstand the beating a player takes, especially those who are tall and play toward the basket. Slowly lessons of life were permeating my existence, ones that would be helpful later when the business world threw curves at me I never thought possible. Ones, yes, like those Stern and SEIU brought my way.

  One evening during my senior year, when I had blossomed to nearly 6-foot 3-inches tall, dad told me a story regarding the progress made on the basketball court. He said he was sitting next to a fellow in the stands. When I made a good play, the guy said, “You know, that kid’s got a lot of ability. I wouldn’t be surprised if he isn’t All-City and the city-scoring champ and goes on to play in College.” And, as it turned out, the fellow was right. All this occurred and presto, I was offered a full-ride scholarship to play ball at Wabash College, just northwest of Indianapolis. Being able to persevere by being mentally tough had paid off and I could tell my parents were as proud as any parents could be.

  I better backtrack a bit or I will get in trouble with a certain girl named Barb that I met during my junior year in high school. She had helped organize a hay ride, and although I was dating another gal, I noticed Barb right away. Who wouldn’t have with her charm, enthusiasm, and natural beauty?

  After some hesitance, the courage to ask Barb out on a date came to me. We were a year apart; I was 17. Thus began the romance of my life as we continued to date through high school before I left for Wabash. Despite my having little idea of what the future might be like, I popped the question two years later. To my delight, Barb said “yes,” and we have been together ever since.

  I was away at Wabash beginning in the fall of 1971, when the Vietnam War was raging, Richard Nixon was elected President and the general public became fascinated with the Watergate break-in. The experience taught me to be on my own. I joined the fraternity Beta Theta Pi and learned what it was like to live among guys who had different backgrounds and ideals. Listening to them talk about their dreams was illuminating; every fellow had a different path he wanted to follow. Mine was directed toward being a teacher with my major, of all things, German, an area of interest I had picked up from Dr. Planitz, head of the Wabash German Department.

  Coaching was a main interest and I paid close attention to how our coach worked with the players as he attempted to mold us into a team. Perhaps without realizing it at the time, I picked up tips as to how to manage people by treating them fairly and listening closely to their ideas and suggestions.

  Wabash was a grand experience, but during my sophomore year, the coach left and I decided to transfer to Tri-State University, north of
Fort Wayne. They offered a good scholarship, although transferring meant sitting out a year under NCAA regulations. No matter, Barb and I were pleased as we were closer to both of our parents. No German major was available, but a professor told me he thought my capabilities might be with science, even to the point of becoming a doctor. Wow, Dr. David Bego—I liked the sound of that!

  Moving on after graduating with a degree in biology, Ball State was next on the education front. Armed with enthusiasm toward the medical field while earning a Master’s degree, I studied for the medical boards and did well enough to be interviewed for further study at Indiana University’s superb medical school. But the dream of becoming a doctor was stifled with notification that I was listed as an alternate.

  Disappointment reigned for a few days, but bouncing back had always been my way, and without hesitation, I decided to join the Central Soya Company as a research specialist in their experimental feed mill. When I joined the business world, how fortunate I was to have parents, both mine and on Barb’s side, to emulate when it came to working with others and understanding how integrity and self-worth were the building blocks to success and peace of mind. My dad might have been a sports enthusiast, but he was a hardworking, smart businessman, and one who understood finance. Together, he and mom taught me the need to do things the right way, to carry myself with honesty, character, and integrity. My Catholic education also reinforced these values as an individual—a solid spiritual foundation is the cornerstone of anyone who wants to grow and learn. Barb’s mom and dad, also Catholic, were good-natured, simple people from the farmland east of Fort Wayne. Her dad worked in a valve factory and was a postman while her mom stayed home and took care of the family. They, like my parents, brought love and caring ways into our souls, and taught us to put our faith in the Good Lord and trust the wisdom so important to daily life.