Credibility is the key to success

AT A RECENT Labor Arbitration Institute program in Chicago, several arbitration panels discussed how they would have ruled on various grievances. Panel members heard a summary of the grievance, and then each one explained how he or she would have ruled and why.

Throughout the two-day program, “credibility” came up more than any other word. Grievants and companies alike were described as being either credible or not credible in nearly every discussion. And the effect that credibility had on arbitrators was clear. When one side was credible and the other was not, the credible side nearly always won.

What works in arbitration works at every stage of the grievance process. Stewards with credibility are more likely to negotiate good outcomes for their grievants. But if company supervisors do not trust a steward, negotiations become difficult.

Likewise, grievants who are not credible have difficulty winning. Companies get tough if they don’t trust you.

The credibility of witnesses is important as well. If the witness sounds untrustworthy, the company (or the arbitrator) will not give that person’s testimony as much weight as the testimony of someone who is credible.

To build credibility, you need first of all to be honest. Once a person has been caught in a lie, trusting that person is not easy. Often, a single lie can forever ruin your credibility.

Few stewards would ever tell an outright lie, but many are tempted to shade the truth or to leave out some information that goes against their case. These actions also undermine your credibility and, ultimately, your effectiveness. You may get away with a little misrepresentation for a while, but once people begin to see that you are not entirely honest, they will stop giving you the benefit of the doubt.