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Article 3
23 Plays2 months ago
On today's episode of the Postal Blue Podcast, we have a full house with Coffey, Watkins, Fe and me. Today's topic is about Article 3 of the NALC postal contract where it discusses the duties of management in particular circumstances, not everyday occurrences. This is information that they do not want you to know and since a lot of us don't read the contract, we are here to talk and walk you through it. Welcome to Postal Blue.
#postalbluepodcast #nalc #apwu #mailcarriers #postoffice
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Transcript
Introduction and Promotion
00:00:04
Speaker
Welcome to another Amazing Studios session. Subscribe to the Postal Blue Podcast on all streaming platforms and check out Amazing Studios on YouTube for video content. Also follow the Postal Blue Podcast community on X, formerly known as Twitter. We appreciate all the support we're getting and thanks for listening.
Episode Welcome and Guest Introduction
00:00:27
Speaker
What's going on everybody? Welcome to the postal blue podcast. This is episode four entitled article three. Today we are in full staff today. Actually we got a plus one cause Watkins is here. Am your boy LA styles like a ice. You do have your boy black knight in the building also known as you got your girl fee. Finally fee AKA fee always on the run. Yeah.
00:00:57
Speaker
Then we got your girl Sharice. She ain't got no code name yet. She got to pick one. You know what I'm saying? She's walking for now. Y'all figure it out by next week.
Postal Worker Challenges
00:01:06
Speaker
What's going on there, buddy? How was y'all in the postal service in general? It was hard. It was horrible.
00:01:14
Speaker
It was terrible. You said you were still in time for five days, see? How was it hard? What is really still in time? Just walking at a normal pace. Define what's still in time. Define that. Who? Walking at a normal pace. Unbelievable. That ain't what she said she was doing. I wasn't still in time. Listen, that'd be inappropriate of me to define what's still in time is current.
00:01:42
Speaker
I wasn't spending time though. My route was eight hours or over. When is your route over? With no pivot. When is your route over? With no pivot. We gonna get into that. I ain't trying to purge myself. We gonna lead us here.
00:02:06
Speaker
So we're tackling this Article 3 management rights.
Understanding Article 3
00:02:10
Speaker
It's on the one list. Thank you, Paige. So let's tap in. My week was great. You know, I made my business known that I couldn't do a pivot this week. Not for one minute, not for one second. Not at all.
00:02:31
Speaker
I don't even know what that mean. Uh, I don't play basketball anymore. So pivots are in basketball, not in the postal service. Well, other than that, I had a great week. You know what I'm saying? Um, when a lot of back and forth with anybody just a great week, you know what I'm saying? I, you know, I got on walking and she wasn't here last weekend. AKA fee AKA on the run. Hey, we found it this week. We're going to tell the authority what she had, but.
00:02:57
Speaker
Hopefully this week in article three, we're going to talk about all the things that management say this in article three. That's really not in article three. It is basically a heading from A to F and a lot of this.
00:03:15
Speaker
A lot of stuff they're going to, that they say that's in article three, I really not in article three. So hopefully we can break it down and get everybody helpful information on what it will be. That will, what article three really means and what they can really do side note. I want to tell everybody it is because I want y'all to know article three does not.
00:03:39
Speaker
does not mean that they can ask you to work unsafely or anything that you deem to be unsafe. If it's a dog on a block, they just go to the next split. I believe the dog come down the street, so I ain't gonna do that split either. Well, I give you, I give you a direct order. Not, I wanted any of all my safety. So just know anything that involves your safety. Article three doesn't, that's just something they trying to say.
00:04:08
Speaker
Basically you have a right to failure to follow. Yes. When it comes to your safety, because as per the United States postal service, they say safety begins and ends with you. So therefore they have already deemed that your safety, you get to choose what's safe for you. So if you go down that street and get bit, they're definitely going to raise you up from getting bit. I'm getting bit.
00:04:34
Speaker
So your safety definitely starts and ends with you. So if you feel like someone says, oh well, you know what I'm saying? If it's six o'clock and it's black, dark on the street and you look at the hairs on the back of your neck, stand up. I wouldn't do it. I mean, that's just me, but you know, and they say you have to do it. Just let them know. I don't deem that it's safe.
00:05:02
Speaker
And just to chime in to that, I was attacked by Pitbull last year in September. My manager told me I got bit three times in one hand, and he told me why I didn't text the scanner. Mind you, I'm on my back. Literally, the dog is on top of me.
00:05:27
Speaker
Didn't know where the scanner was. Didn't even think about a scanner. I'm thinking about him not biting my face. Glasses that flew off. So it just really kills me when they have these management rights and, you know, about the safety thing, because it's just, it's bull crap. Correct. I mean, it's bull crap. You get, they get mad, you know, and like I say, I see this all the time.
00:05:57
Speaker
on the carrier side and management side. Carriers, you know, some of them be on crap with the restrictions and the injuries or whatnot, but everybody don't be on that. Either way it go, I don't give a crap. What happens? Your manager gonna say, you were working unsafe. My manager said that he wasn't even there that day. Good.
00:06:23
Speaker
I mean, so before I let y'all go for it, we don't we don't read what the what the article three says. Oh, yeah, let's do that. Definitely. Don't get them five sentences out the way. Right. All three. All right. I get this from in front of me and get to my other notes that I want to get over.
00:06:45
Speaker
that contradicts this. So our article three, we all know if you don't know, we'll nobody in the today show is management tool to say quote unquote, they have the right to manage. They typically only use that term.
00:07:01
Speaker
In my experience, all of our experience, we work for the post office is all based on our opinions and our experience, right? They typically only say this or use this when they're mismanaging, which is only a term I've ever heard in the postal service, the right to manage, which is really the right to mismanage, right? And then we'll get to how it's being used, what it says and how it probably should be used.
00:07:29
Speaker
versus how it's actually being used in the postal service. All right. So the right to manage article three managed management rights. It reads the employer to have the exclusive rights subject to the provisions. I'm reading word for word. I'm going through.
00:07:46
Speaker
I got my J cam. Me too. Me too. The employers should have the exclusive right subject to the provisions of this agreement and consistent with applicable laws and regulations. A, to direct employees of the employer in the performance of official duties.
00:08:05
Speaker
B. To hire, promote, transfer, assign, and retain employees in positions within the Postal Service and to suspend, demote, de-charge, discharge, or take other disciplinary actions against such employees. C. To maintain the efficiency of the operations entrusted to it next to the Postal Service.
00:08:25
Speaker
B. To determine the methods, means, and personnel by which such operations are to be conducted. E. To describe a uniform dress to be worn by letter carriers and other designated employees. F. To take whatever actions may be necessary to carry out its mission in emergency situations.
00:08:47
Speaker
Stop. Pause there. The mission of the post office is to get everything delivered package. Anything post desk. That's the mission of the postal service. Right. So I start that one from the beginning F to take whatever actions may be necessary to carry out this mission in emergency situations, ie an unforeseen circumstance or a combination of circumstances, which calls for immediate action in a situation, which is not expected to be of a recurring nature.
00:09:17
Speaker
All right. Do you might just want to want to add something to that out of the paperwork that they had? Sorry about that. I had coffee fee.
Uniform Policy Challenges
00:09:29
Speaker
I want everybody to address the attention to F. This is this is where, you know, we find ourselves in the pickle that they like to call management. It's supposed to be done.
00:09:47
Speaker
in certain situations where management is having a hard time doing so. And I'm supposed to be done just because today I woke up, my wife made me mad, and now I gotta take it out on somebody. Or I'm trying to prove myself with the other supervisor and to show them that I have the same authority over these individuals that I can say so.
00:10:14
Speaker
management rights are to be able to get the mail out efficiently, not to up, you know, saying get carriers, you know, agitated before they go out the door, not to find ways to argue with carriers, not find a way to put mail back on the floor. Their job is to get each and every person to do their job. That's their job. Now, situation will occur where
00:10:44
Speaker
If you got a 50, 50, uh, 50, uh, carriers in one station and that's a 40, I'm called in. Okay. It don't look like no mail going out today. So is it going to irritate you because you got to leave your ride on the floor to help the whole station. Sure. But they're trying to get all the packages out. That's understandably what management is managing effective, right? They understand they should understand it's going to be a grievance, but they also understand.
00:11:15
Speaker
Your job is to get as much mail out. They can that day, even though that irritates us. Management rights is not just to be like, Hey, cause I told you to, you know, saying, go jump off top of the building. You should do it. That's not management, right? When they use that term management rights, everything is always three S an emergency.
00:11:43
Speaker
Well, I mean, two people called in. So I don't care. You're going to go over. We don't do the tour. Go ahead. File agreement. You know, I'm gonna argue back with you and say, well, that was your choice. You stayed out there. Well, when management wanted one of the hardest things that most management does not want to admit. And I think,
00:12:09
Speaker
is, is not a stain on their profession of being a manager is, is basically saying that we have to do better and train better. I mean, most, most managers are coming out under other managers or supervisors coming on the other supervisor. They just don't know what they can and can't do. Right. So if you don't know something, of course you're going to do whatever.
00:12:37
Speaker
You're the person who trained you. They was wrong, you're wrong, and now you're going to make this other person wrong. And then they'll holler, well, I didn't know. Well, I can go back and look and see you lost 12 grievance doing this same thing. You think you would change your practice, right? So that's really where it is, where it comes out, where you could be two routes down and now they're going to force somebody that you're going to do overtime when you could really ask for volunteers, right?
00:13:07
Speaker
You could say, hey. Ain't all actuality that should be what's happening. Correct. But that's, but it goes to not understanding the body of work that you're supposed to do. If you don't understand what you're doing, you're going to do it wrong every time. It's like going in the kitchen. I don't know how to cook a cake, but I, they say, if I read the box, okay, you go read that box and you still do it wrong. You don't understand what you're doing.
00:13:34
Speaker
That's managing a problem. They want, they want to manage. They want a right to manage the wrong, but they don't even know how to manage right, wrong or to the side. So there's always a reason why we're in a flux of why we got to stop doing this. We shouldn't have been doing it in the first place. I just think management should be held accountable for that. Is it the carrier spot that y'all didn't just read what y'all supposed to do? It's ridiculous.
00:14:03
Speaker
Correct. I mean, this manager don't know this. This manager don't know this. It's like, okay, ding ding. Look at it for yourself. Now I see if you just can't find this information for your duties and stuff. That's a whole nother issue. It's right here.
00:14:19
Speaker
But then they're communicating with each other.
Training and Management Inefficiencies
00:14:22
Speaker
Exactly. I've been in that situation where one management tell me something, another management question me. I didn't got this taken care of with the other manager. Oh, why they didn't tell me? I don't know. Because maybe you the nighttime, maybe that one, your business.
00:14:42
Speaker
Well, the problem is they don't have effective communication skills to start off. If you don't know how, if you, if you are, if everything you do is in the mindset, because I told you so, you don't have good communication skills. So it's going to be, it's going to be some situation where I, cause I told you so is the answer. But most situation is, you know what I'm saying?
00:15:09
Speaker
It's breaking it down. Why this person should do what you're asking them to do. I know you don't want to, I know you don't want to get forced two hours today, but per the contract, everybody's a 10 hour vow. And we started and you know what I'm saying? We started from the lowest to the highest or the highest to the lowest.
00:15:28
Speaker
It never happens like that. I know. Correct. It never happens like that. Like Fi said, it's no communication. And the managers be so biased with this. It's like, okay, I know she can run it. She gonna run it. When I was a CCA, just because I was doing my job or whatever, my workload always was triple. Just because I'm right here. I'm reliable. This is what it is.
00:15:55
Speaker
Just like when you training because I'm on the job trainer as well when you're training They're not supposed to give you a pivot. They're not supposed to give you overtime I used to let them do it like off again or whatever. But now
00:16:11
Speaker
I'm not about to keep letting you do that. Nope. I don't get no pivot. I don't get no overtime because we're the reason why some of these people not stand because we're not adequately training them the right way because we're trying to hurry up and rush so we can get our pivot and our overtime done. I definitely agree. I definitely, because think about it. Look how they got it set up. Three days of training. L.A. was my trainer. When I started the post office, I got a message from him and he said, well,
00:16:39
Speaker
You know, ain't nobody willing to train you down here at Tectonia. So I train. I said, well, that's even better. He on the desk. So that's a win-win for me. We had a three day window for training. I asked, can I come the next day? You know, I had an LLV training during that week, but I did four days. Okay.
00:17:06
Speaker
It wasn't enough, but it was enough to kind of get me out there. But I'm like, damn, how much you really have to...
00:17:14
Speaker
Pay attention, take heed, ask questions, look and stuff because you just out there. I feel so sorry for the CCAs and the PTS that's coming in and you know, they get this whack-ass training. And when I say whack-ass training, I'm playing back on what he said. You want me to train him, but you got me doing a pivot. You want me to do a pivot in over time. And then that falls on management. When they get out there, management don't even go out there and check on them to see how they doing.
00:17:44
Speaker
Cause they too busy sitting they fat tails behind that desk doing nothing. Go out there and see how they doing and how can you go out there and help improve them so that they will stay. But management doesn't do that.
00:18:00
Speaker
Not necessarily no pushback, but a context for the people of the article three. A lot of the discrepancies we've seen, such as training, such as giving out overtime or signing overtime or taking volunteers or whatever the case of you down. All of these things falls back to article three.
00:18:25
Speaker
The lack of management knowledge, supervisors, managers falls back on article three. People coming in and because you don't have to follow the rules. And again, that's not what article three says to do.
00:18:40
Speaker
talking about how, how it's used because management feel like they don't have to follow the rules. Then I don't need a manager or supervisor that knows the rules. You get what I'm saying? I don't, they don't need to know how to pass out over time because they just going to mismanage. Is it a fall just back on mismanage? You don't got to know how to manage in the post office because you could just mismanage the counter to mismanaging.
00:19:06
Speaker
There's a violation, you have to pay the grievance. But then when they're not paying the grievance, then they're not even paying the price for mismanaging. You know what I'm saying? So it's for Steve, like what they're doing is they just getting away with it, whatever the case is, because they're not even following suit throughout the contract period. It's just mismanaging across the board.
00:19:26
Speaker
And don't nobody have to be responsible or accountable for along with managers. If you don't have a station, it's like.
00:19:40
Speaker
maybe in the high 30s as far as routes or 40 routes and up, then most likely you don't have a middle person as far as the supervisor does. If you don't have a middle person with how many surveys and how many reports that they put in on the opener person, you ain't gonna never get outside to check on trainers, check on trainees, to check on the streets to do street ops. You ain't gonna never get outside.
00:20:01
Speaker
Oh, but those managers always get outside in the, in the super, where the manager is not supposed to be outside, supposed to be the supervisor, but the supervisor got so much stuff to do that they can't get outside current.
00:20:11
Speaker
Not to say if that's my supervisors ain't got nothing to do. They sitting there playing on their phones all day long. Yeah. The manager always be outside and little flats too. Don't give a crap. And it's like, what is you doing? Okay. Slow down. Slow down. For one, your manager is outside because your manager don't know what her job is and can't do it. So she ain't got nothing else to do. And we'll play back to the manager before.
00:20:37
Speaker
You know, I had him so mad. He walking with me. It's like, but he's another one that didn't know what he was doing. So when you're not, when you're not doing it, okay. Okay. For one Watkins, yo, yo station. I got yo station. A lot of the stuff they needed before I left there.
00:20:57
Speaker
So your station have to do too much be in the manager seat with when I had to go back back to my station I had to do so much in ordering arrow key locks arrow keys vehicles getting vehicles fixed maintenance for the building I had already did that prior to Titonia before I left I told you he came into a seat
00:21:16
Speaker
right and had a full station he could sit down and do his work with no issues which is light work when he really supposed to be managing the facility right yo station small you only have two clerks cool they typically be there especially uh ran so not too much to do building maintenance is already taken care of because they was down there almost a week because we kept getting hit by gimbals when i was down there
00:21:38
Speaker
Then I got all the vehicles changed from vans to almost pro master. All the other pro master was getting ready to come in. Cool. Your vehicle straight, your building is straight. You got two clerks and you got a building full of CCAs.
00:21:54
Speaker
What do he have to do? He got to do like five, five, whatchamacallits, five surveys or something like that, respond to two things. And then he could be free to do anything. He should be managing, but when everything's already on like autopilot, then he don't got too much to do, which is why he's able to hit the street.
00:22:11
Speaker
Your current manager fell into that same seat, which is why she able to hit the street. But also with that, a lot of things she don't even know how to do, so they're just not getting done or she most likely putting it on the supervisor to do, which is why the supervisor again can't get out. She's definitely putting it on the supervisor. It's so funny to me when they argue with each other. Management snapping on the supervisor. The supervisor's like, ugh, I just did what you said, but I don't really want to say that you told me to do this, but I'm just going, you know,
00:22:41
Speaker
Take that hit.
00:22:44
Speaker
So it's crazy. Now, so the listeners know that this is for customers as well, along with employees, that this is a repeat occurrence in the postal service, right? That management use or attempt to use Article 3 as a right to mismanage everything. Now, you heard the one that's mainly used, but we're going to go back into, give you an example, right? Because it's A through F.
00:23:14
Speaker
Say that first. To prescribe a uniform dress to be worn by letter carriers and other designated employees. Now, as an example, in paperwork, it says that a carrier has to be a full uniform when they hit the street.
00:23:33
Speaker
It does not say that they have to be in uniform in the office. Now they should be in the correct and proper footwear, but there's nothing, and that's for safety reasons if you don't know. So for all you carriers that's listening, you should be having on the proper footwear when you hit the, when you go into the floor, that the floor where it's mopping, you don't have on nine slip shoes. If you slip and fall, you know, that's your fault.
00:23:55
Speaker
I'm just going to let you know that they're going to say it so far. You should be in the proper food where I'm just giving you the base principle. You should at least management. Well, they want more than that. You know, I got it. That's what we're going to get into. I got you.
00:24:08
Speaker
Oh, okay. So you should have on the proper footwear. This goes across the board. Y'all shouldn't be arguing. Y'all shouldn't be debating now. Wherever you accept is on you. I accept on days that I don't come with, quote unquote, the proper footwear, but I always have my footwear in my vehicle. That days I don't come on the floor with the proper footwear. I know for a fact in my head that if I was slipping for all the stuff happening on the floor, that's my fault. And I'm not going to blame management. I'm not going to try to. I'm not going to say it's the owner job injury. I'm just going to have to accept it. Y'all got to do the same. Take responsibility for your faults as well.
00:24:37
Speaker
Okay. And you posted, you should have on the proper footwear, but it does not say you have to be in full uniform. Now, going back into article three, management would say you have to be in full uniform for the contract in black and white. That's not true. They would follow it by now. This just happened. Like maybe a couple of weeks ago, I see some in some of y'all areas, they probably got the title OIG. Oh, is it OIC? My bad. Should be OIC.
00:25:05
Speaker
Right. In some of y'all areas. That's the C sound. That's the manager that's above your station managers. That's in between the station managers and the actual postmaster of your district. Excuse me. He said when someone bring up to him about what it says in black and white, about not being in uniform, you know what his response was? Oh, but to follow that, y'all.
00:25:32
Speaker
Here's the thing for that. This is why y'all gotta be uniform. Article three. They said, what's that? They said, oh, eventually we got the right to manage. So y'all gotta follow the instructions and then follow grievance.
00:25:44
Speaker
So black and white, the contract says we don't have to be in uniform. You saying we have to be in uniform in the office. And the reason why is you want us to do it, although you know it's breaking the contract and then file a grievance that you're going to hold off on not paying. This is what I tell people then, if you experience that now, I'm one of the people that go to the extreme though, right? So if that's the case, if you experience that, then every office should just come in plain clothes.
00:26:11
Speaker
And with your proper footwear and let management tell you, Hey, you got to be in full uniform and follow grievance. We use an article three right to match. Cool. And then every day from that point on, y'all should come in the quote unquote, come in uniform and y'all should have, if your station got 30 rocks, y'all should have 30 grievances every day on the log every day.
00:26:38
Speaker
Every single day of every month, we grieve, we grieving it. Could you force it? Now, also with the right to mismanage or the right to manage as they say, but we know it's mismanaging, right? They hold off or attempt to hold off on paying grievances. This is, this is something that they also have behind article three. When they supposed to be, oh, you got some coffee, go ahead. You was muted.
00:27:05
Speaker
One of the things that always irritate me when they come up with the uniform band is you don't have enough money to buy every piece of uniform that you need.
00:27:18
Speaker
If you buy summer clothes, that means in the winter, you're not gonna have any winter clothes. And if you buy winter clothes, that means you're not gonna have any summer clothes. They get mad when your clothes are stained up. They're not dirty, but hey, I mean, you touch everything, so you're gonna look like what you touch.
00:27:36
Speaker
Uh, if a person get a pair of shoes, your pair of shoes are going to go out every three to four months. If you're, if you're doing a parking loop, your shoes are going to be destroyed in one to four months. The shoes are going to cost you anywhere, almost a $200. And most people are not getting paid here and they just rounded up just $500 a year that you get the uniforms.
00:28:04
Speaker
So if you use your uniform allowance just on your shoes, you wouldn't have enough shoes to wear for the whole 365 days. So certain things, like I always tell people, I'm just gonna challenge you. I mean, it's your job to give me all the tools to be able to be great at my job. They forget that and they continue to not want to listen when that comes. Go ahead, Watkins.
00:28:32
Speaker
And that's where a lot of the injuries and things like that, that come in me personally, man, hit that, hit that bill, man, hit that bill. She said, she said something. I hit that bill, man. She said something. Hit that bill. Like, uh, you know, I didn't spend hundreds of dollars, ain't got no bill, but I do this.
Physical Demands and Body Image Issues
00:28:50
Speaker
All right. So, you know, like I said, I didn't spend hundreds of dollars on shoes, hoodies, whatever, you know, it says heard a contract. We supposed to get our uniform allowance between 90 and 120 days and see you. I know you can feel me on this. Why is we filing grievances for this? My point.
00:29:14
Speaker
And then y'all want a badge or the carrier. So now they running to us. Now that's where our headache come in at. It's like, man, what's up? Come on, man. I didn't get my uniform until eight months when I got converted. Oh, wow. Oh, that ain't nothing. You know, got my uniform allowance. Mind you, I didn't got different things throughout my time.
00:29:37
Speaker
Union hall, you know friends or whatnot. So I had a little starter pack or whatnot But like I said management still when he want to get mad at me Oh, yeah, you better have your uniform pants on excuse me only just had $500 $600 I spent 388 on weather pants for the winter The damn socks is over $20
00:30:04
Speaker
So I just, it take honestly, and I'm gonna keep it real. You know, if you got close friends and stuff like that and people give you stuff, that's all cool. But on some real stuff, it's going to take about five years to be fully uniformed. Facts. And you better not gain weight and lose weight because they're going to add it. It's over.
00:30:27
Speaker
Then everybody talking about you on crack and stuff, not even understanding. That's just life, you know? So, and you know, like I said, when the PTFs come in and stuff like that, a lot of them be young, you know? I ain't no spring chicken, you know? I'm a 80s baby, so I'm up there. And I just try to tell them, like, you know, just try to invest 20, $30 in this. And just like a carrier recently, you know, my manager on him, because he have some,
00:30:57
Speaker
uh netted shoes on and he injured himself and he told me like i don't even barely got a place to lay my head yeah it ain't like it was back in the day where you can go to the union hall and get you some shoes and and stuff like that it's so different we didn't have nothing two months ago now we got a little stuff in there but it's still not enough
00:31:21
Speaker
I have went so my pants tear up in the same spot all the time so I had with the Walmart and I Bought some you know some black pants. I bought some blue navy blue pants everything Or whatever and so he keep telling me that's not uniform. That's not uniform I'm not spending $80 for no pants, and they keep tearing up in the same spot. Sorry Sorry, I
00:31:48
Speaker
Mind you, Fee, we try to be considerate. We are trying to get the blue and black, because I've done that as well. Right now, right today, I don't have uniform pants. I wear a pair of my black capris or something that I didn't bought for the job. They didn't have blue. And I tell them, you write me up or you send me home? You send me home? I ain't coming back, because I live 30 minutes away.
00:32:12
Speaker
I just want to hop in right before coffee dough. Those of you who don't know because you can't see us, you know what I'm saying? My sister Fi has the legs of a silverback. And her thighs are like something you've never seen. So no excuse. No excuse. Without her telling me, you know what I'm saying? I'm assuming that you're tearing it in the thighs. Am I right or wrong, Fi?
00:32:45
Speaker
She probably busy, she don't want to tell on herself. Yeah, she on mute, but that's on the spot. You are absolutely right. Okay. The seamstress that I took the pants to, she said those, those uniforms are made to be double stitched and they're not. And see, we got a uniform store up here. And yeah, we got a uniform store here. Our, our, our, our all weather pants are like,
00:33:13
Speaker
380 or coke or five something. 388 to be exact. But depending on the code, the lowest code you can get is probably still under two hundreds. And that's, that's going to be on 200. So y'all actually have a story. We used to have a story. We used to have a story here, but, uh, it was a problem.
00:33:40
Speaker
trying to get the vouchers over to the store. So the story went away. But we used to have a story here in Milwaukee. It was on the south side. My manager know, you send me home. He know I ain't coming back. He'll send somebody else home. He ain't going to play with me like that because he know I ain't coming back. Well, I mean, we got to address something, man. You know, I don't try to be racist or seem or announce anything. Man, all poster pants are made for people with no booty and with no thighs.
00:34:09
Speaker
Get your brother to eat. Get your brother to eat. Why? If you got a booty, these pants ain't for you. If you got thighs, bro, look, I can't help it. You know what I'm saying? My mama fed me cornbread and collard greens. You know what I'm saying? You ain't got to still eat it, though, coffee. I don't change up. Whatever mama gave me, that's all right. Mama made me better. I know that's right. That's right.
00:34:39
Speaker
But, you know, I'm thick. And what can I say? Pause. When you, when you big bone it, pause. It's hard for you to get in these low bitty stuff. Like I, we have some women who, pause. We have some women who can't even close their chest because they got to get a shirt like, like they 400 pounds just to close it.
00:35:06
Speaker
And then what management to do, they'll body shame these people. I had a carrier that came in and she was, you know, she was on the healthy side and my manager said, yeah, I'm putting her on that route so she can walk up that hill.
00:35:25
Speaker
I pulled up on her one day, me and this other carrier, you know, and we took some stuff from her and stuff. And she was just like, I told her, start wearing stretch shorts and stuff. She started coming in with them little spandex shorts and stuff. She had no uniform. It's like, what can she wear? Y'all body shame the people that's big, the people that's small, y'all think we gonna run.
00:35:51
Speaker
Them really the lazy ones, but it's like it's nothing for them to even feel comfortable in. Then they want to give you that little lime vest, that little orange vest. Okay, here, where it is. My manager tried to give me one. That shit fell, excuse me, it fell off my body. I said, I ain't wearing this.
00:36:11
Speaker
But I got this customer at the door with his pistol cause it's six, seven o'clock at night and he want to know who at the door and all black. That's me. I'm in all black. I got my North face full over on and I'm delivering mail. Only thing I got on me is a mail bag, but he like, who the, what the hell?
00:36:31
Speaker
So, you know, that can get dangerous too, you know. When I first started, when I first started, I paid out of pocket for my uniforms because I didn't want to be walking on them people's porches unidentified because I was new to it. So I didn't know. We didn't even really have that option, like to, well, we probably could have went on Amazon and got something or whatever. But like you said, we're going to be spending money.
00:36:57
Speaker
It was so cold, and this one, LA was on the desk. I said, oh, no, I went to Walmart and got one of them little kid snow suits. And I wore that. They used to say, that's the carrier. She being all black. Then they used to say, why you ain't got no uniform and stuff? Hey, call downtown and ask them that. Exactly. See, I'm working. I'm working. You know, so.
00:37:25
Speaker
It's really crazy. And then management goes back and say, you're working unsafe. You're supposed to have proper uniforms. But it's proper. I got a t-shirt on. I'm going to be walking all day, bending, dipping, falling, running. This is what I'm doing all day. Mm-hmm.
00:37:47
Speaker
But the post office, you know, they some serious cause they do, they think like, Oh yeah. Cause someone said this to me. It's too much. Yeah. They say, well, this carrier couldn't afford some shoes, but they do pay you for Academy training. Uh, they don't even hire. When they hire you, you got to wait four or five weeks to actually get in. Exactly. They do tell people don't quit their jobs. And we talk about people that don't even got jobs to quit.
00:38:15
Speaker
The girl, the girl, the girl that I'm training now, she just, she just made it through. She waited, she said a month and a half. Yeah. Yeah. It be like that. I tell people like, expect like about four weeks.
00:38:33
Speaker
I don't know if you got a day job, sell some cakes or something. And then, you know, once you get in there, you'll start getting paid for the orientation, you know, and then Academy training. You should get like two checks before you actually hit the street. Academy training. And then when you go train at a station, you know, they pay you that little money. So they expect you to take that little money and get something immediately. So, you know, nine out of 10.
00:39:01
Speaker
And that goes back to what you said, Fi. Pressure on the trainers. They don't get enough time. So these carriers coming in, they ain't got they proper stuff. And it's like, oh yeah, you know, you working unsafe. It's like, what the hell are you talking about?
Contract Breaches and Grievances
00:39:20
Speaker
You know, but goes back to article three. I instructed you.
00:39:28
Speaker
Now, that's how I want to get into, right? We went to 40 minute mark. I want you all to wrestle with this. Now, there's.
00:39:39
Speaker
Way more, if I would just want to go down the name of eight ways, a contract, a contract can be avoided. And then we're going to talk about two of them. Well, in short, we can, we can kind of go over two of them, right? Not, not to keep y'all all late. It is a 10 o'clock and no freeze in feed time. We are, we are here. We are. I got get up at five 30.
00:40:09
Speaker
Yeah, I'm up early, too. Sam got me a work ethic. We out here. You know it, baby. All right. So one, well, I'm not going to say the names, but the numbers. But lack of capacity, fraud, or misrepresentation, the arrest or under influence, unconscionable terms, illegality, mistake of fact, and mistake of law, impossibility or impractibility, and then breach of contract. Now, the two I want to talk about is breach of contract,
00:40:37
Speaker
and unconscionable terms, right? Now y'all tell me I could be trippin'. I'm typically not. Let's go to the extreme, but I could be trippin', right? The first one I wanna get into is unconscionable terms. I'ma read what unconscionable terms is, right? Unconscionable terms. If the terms of the contract are unfair or oppressive, the contract can be voided by the other side. I'ma read that again.
00:41:08
Speaker
If a contract, this is after a sign in effect, if the terms of the contract are unfair or oppressive, the other side can then void the contract now. So we the other side? Now, this is what we're going to see. In my opinion, if they continue to use Article 3 the way they use it, then to me, that is unfair and oppressive, is it not?
00:41:36
Speaker
I agree. Yeah, I agree. Because if we got an agreement, you can get this and I can get this, but you use something on your side that say that you ain't never got to abide by what I get. Then how is that not unfair?
00:41:51
Speaker
How's it not unfair? If you violating everything that I won on the contract, so I got five good things, you got five good things. And with that, you got five bad things, which is the things I won. I got five bad things with things you won. You wanna take the five that you got, and then you wanna mismanage around the other five to make, so you got 10, so I got nothing. Because they gonna double up, they gonna double up. So now you got 10 good things, because you can mismanage your way around the five or attempt to.
00:42:18
Speaker
Now, I got nothing. So, how's that unfair? In law, it says that's called unconscionable terms and the other side can then avoid the contract. Basically, with USPS, that would be a lawsuit because they want us to grieve it to death.
00:42:33
Speaker
I'm wealthy. They don't want us to agree to do that. No, no, no. Watch this. Don't watch this. But watch this. And none come from it. This is where the breacher contract comes from, right? I doubled up. I don't argue where y'all was going to go with it. You know what I'm saying? This is the other part in a breacher contract. Let me read where a breacher contract is. If one party fails to fulfill the obligations under the contract, the other party may be able to avoid the contract.
00:43:00
Speaker
I watch this I'm gonna go into this and this is where the Grievous process comes from right when they when they violate the contract they're supposed if it's if the Grievous has a
00:43:14
Speaker
A monetary value. Again, not all grievances have a monetary value, but they're supposed to be a solution or a resolution, even if it don't have a monetary value. One is one way or the other that's still supposed to be a solution or resolution. Monetary value just comes in like, hey, I'm gonna pay you, but I'm still stopped doing what I was supposed to be doing. That's how the grievance process works. I was unaware that I was violating the contract, boom, that goes to settlement or whatever it is, and the resolution is, I'll stop doing that, right?
00:43:43
Speaker
So cool. According to breach your contract though, if you continue to do what you was doing, then you're breaching the contract. Right? I'm gonna get into that and breach your contract. Because to me, if we settle on whatever and the resolution is you pay me, that fixes the breach.
00:44:08
Speaker
Cool. We got a resolution. Hold up. Hold up, LA. We don't even have an option. And I've been seeing this a lot. And I don't know, Fia, if you can relate to this. Cases that we didn't want. And a carrier, right now, a case we just won, a JSVB case. The carrier wasn't happy with the results.
00:44:35
Speaker
That was an issue for me. She said, I didn't get to choose. Choose what? The consequence and the option. She didn't get an option to settle or anything. That went all the way to informal, and she didn't get that option. And so I'm assuming this is coming from the EO. Yes, indeed. So the final results.
00:45:01
Speaker
after arbitration was this manager to be basically retrained again in the hero program, supposedly. But if he do one more thing, he's out of there. And the carrier like, what the hell? I went through all this and, you know, anxiety, all this crap.
00:45:28
Speaker
She didn't get to be a part of that. She did everything that she was instructed to do as far as the statements. We built this case. We had everything, you know. She wasn't a part of that. That last supposedly settlement. Because if they put that on the table, like, okay,
00:45:53
Speaker
Miss Watkins, we agreed to, you know, for this action that he did, we're gonna just retrain him. And I'm like, oh no, he needs to be fired. Are you kidding me? How could y'all even let him be on the floor again with what he's done to me? On top of other carriers as well.
00:46:21
Speaker
other EOs as well that didn't properly go through, you know, maybe a drop from the union, you know, I was in a session to pick up certain cases. And depending on what it is, that other party should be involved. Thank you. My man, I had a manager that threw a chair
00:46:45
Speaker
first incident, second incident with a person. He was kicking totes, kicking the tubs. Mind you, I had a personal incident with the same manager, hand all in my face, and it's just like, whoa. It became from work to street. I didn't understand.
00:47:06
Speaker
I thought that was automatic termination. I tried to relocate to a different station, but his boss said, CCA's don't got a right to choose what station they go to. Hmm? Nah, nah, nah. You making it a hostile working by your window. Why can't I? So check it out. This person not only violated federal laws, he violated state laws as well. This is like, come on, man. I could have got a restraining order. So check it out.
00:47:36
Speaker
After that, if they would have kept them, now I'll tell you, when I did my resolution, I see you coffee. When I did my mines, it was in the office. It didn't go up to anybody else. Mines we handled in the office. Cool. If it wasn't handled in the office and it went up above that office, for whatever reason, cool. And then I got something else that was something different. And I would have that type of EO.
00:48:03
Speaker
I would have followed that with a lawsuit for management or for the postal service or EEO department, whoever you want to call it, allowing the house style work environment because the person that created it is still working for the company. So it's still allowed to happen because he can still do it again when it says there's zero tolerance for house style work environment. So if this person stays in the company, then I should be suing, right? That goes federal.
00:48:33
Speaker
but you also gotta tell some, let people know that you know stuff.
Union's Role in Workplace Issues
00:48:37
Speaker
um zero tolerance is zero which is federal for everybody who don't know right zero tolerance is not a postal thing they're just giving information where we can get information zero tolerance is a federal policy where anybody that creates or allows a hostile work environment zero tolerance means it's automatic termination for that person
00:49:04
Speaker
because the federal government does not want lawsuits and things of that nature. They done had it and they don't want it no more because of whatever the case is. That's why zero tolerance. So before I get sued, before we got to pay this money, before we whatever the case is, we gonna let that person go. Right? Again, that's federal policy.
00:49:25
Speaker
Management in any nature. Don't dictate that. No job dictates that they create a hostile work environment. It could be a wrap for that person. Just make sure you take your notes. If you've got witnesses, make sure you get your statements, make sure you everything's zip tied in the bag real nice and neat. Okay. Before I get back back to the Watkins and see, I'm gonna get the coffee. Go ahead. Coffee. Correct. Zero tolerance and zero tolerance. No matter who the person is, what the person is.
00:49:52
Speaker
You have to be able to have this type of mindset. I'm not working. I'm gonna come in every day, punch in, and I'm gonna leave. I'm not working. Zero tolerance means zero tolerance. And anybody who wants to be tied into that group, that's cool. You'll be added as a defendant on my lawsuit. So that's his balls, her balls, whomever. When they hit that lawsuit, hit legal, I guarantee he'll be gone.
00:50:24
Speaker
Wait, hold on. That's the nature that we battle with every day. Go ahead. I'm down. Go ahead. OK. Hold on, y'all. See you back. OK.
00:50:39
Speaker
I sent you offline. I'm like, okay, let me call her. What is a breach of contract? A breach of contract is a violation of any of the agreed upon terms and conditions of a binding contract. The breach could be anything from a late payment
00:50:59
Speaker
Right. When last time y'all got your briefs from a late payment to a more serious violation, such as failure to deliver a promise asset. I would count that as people getting a uniform allowance that they never get.
00:51:14
Speaker
This is this is all contractual stuff. So just file the non compliance on that, you know, which then shouldn't be not compliances. It needs to be bridges because they never fix the things that they supposed to make right. Right. So when there's a violation of the contract management supposed to have a whatever you all come to as a resolution or solution.
00:51:38
Speaker
and or monetary value along with the resolution or solution. They're supposed to do both of those things to get right, to get right in with the contract. If they don't, then I'm trying to figure out how is that not a breach? It ain't about giving time, giving time, giving time. There's a breach. They supposed to do this by this time. There is no more else. How we can do it is no more else without there being a breach of this contract.
00:52:05
Speaker
So when is this contract brief? It's what people need to be asking. The APWU, the NALC, the MVS, whatever, yo, the, I don't know the, I can't remember the clerks and the- I just had that on my notes. I just had that on my notes, like a union thing and I'm just looking at- Yeah, I'm going to black right now. But under APWU, when is, when is there a breach in this, in these contracts?
00:52:32
Speaker
that management just to just choose to do their part on what they win by the contract. They can never, they can choose never willingly choose not to live up to your part of the contract with things that you get. And they can just do this for forever.
00:52:50
Speaker
or the fairness goes back to unconscionable terms, then it's not fair. And if anything is not fair or it feels like the other side is being oppressed, then it's another voided contract. So I'm trying to figure out between the two. How's the contract now boy by now? Legally, I definitely, exactly. I have a manager right now that owe me first. It was a hundred dollars. I got a reward at the route. This was.
00:53:20
Speaker
Nine months ago, no word on anything, no, anything. Mind you, I'm still have to follow the contract. Because the whole point of a union is to fight for the ones who can't fight the big boys by they sell this whole point of a union for us to come together.
00:53:47
Speaker
to blend all our voices and all our strength together to be able to come up with an equally fair workplace. That's what it, that's the whole point of a union. I'm not here to make your job less easier than it's supposed to be. You're supposed to do the right things at all times. And when you don't, then you hear from us. Like I'm tired of sitting back, letting somebody tell me that's grieving.
00:54:19
Speaker
We. But so what we do, coffee, now it's time to really start executing. And it's like, okay, we need a week, once a month, we need to go to the APWU. It's ridiculous. We stand there, but we're not getting heard. They hear us, but that's the thing.
00:54:43
Speaker
We got to get ourselves first thing we got to do is put ourselves in a situation where we get ourselves out of financial debt so we can be able to fight a long fight. Everybody start, you know, reducing your overhead. Things that you don't have to buy don't know. Absolutely.
00:55:09
Speaker
It caused nothing to say something. It caused nothing. It's nothing to say something, to be there, to stand here.
00:55:21
Speaker
I might need your extra body. They might say I need three extra bodies. You ain't got to say nothing. I'm right here. What'd you got? I need you right here. A lot of people are my, you know what I'm saying? That's part of the entourage. Right. There's a lot of people who could stand with you when it's a lot of people standing around you. See, I always believe one of my greatest animals that I love, you know what I'm saying? Is the wolf. Wolf don't never leave nobody.
00:55:50
Speaker
The whole pack stay together forever. Even when they, when they get old, they, they, they put them almost at the end and they put some strong ones right behind them. That's what we got to be. We got to be the wolf pack that we not taking nothing. Yeah. Y'all got to move. That's what you're going to give us. Those are our civil rights inside the United States Postal Service.
00:56:15
Speaker
We're not asking for anything that we haven't agreed on, that we haven't said, let's do that. But you ain't taking nothing now. Let's just be clear. Just because I say it with a nice, calm, easy voice. Don't mistake that for being a weakness. Because as soon as you believe that I won't take everything that you owe me and then reaching your back pocket and take them $5 too, that day coming now.
00:56:51
Speaker
But that's the problem and why we can't really create the worst because they hear management say something and they back up. Study just taking a chance. It's like, okay, it's 30 of us. These two motherfuckers saying something, they may say it in a different way or whatever, but we 30 strong. How could you not think we ain't going to win?
00:57:17
Speaker
We gonna get across, we thought they'd get across, because we 30 strong. Versus these two. If you got 30 in your office, you won't be 30 strong. You know what I'm gonna be, because I'm dealing with that right now. I'm four strong, including myself. I'm gonna tell you where we fell at on our end. This ain't in the overall war, but this goes to part of the battle.
00:57:46
Speaker
There's a disconnect on the floor from people that's of the senior and it's not this entire group, but this is a nice portion of these two groups. I'm about to mention of the senior carrier group. Let's say to talk about the carriers in general right now of the senior carrier group and the medical restricted carrier group because they don't they don't suffer with everyone else suffers. They feel like they ain't gotta they ain't gotta do the fight because I don't get messed with.
00:58:15
Speaker
I don't, I don't go, I don't go through this or I don't go through that. So then it only leaves the middle group and the new group, right? The middle group got the most weight on their shoulders because they probably came in a few years before COVID, which is like almost five years ago now. And so they probably be at the eight year mark or something like that. Don't forget the people that came in after COVID because I was one of those people.
00:58:42
Speaker
But that's what I'm beginning to. So that's the new group. That's the lower group. The middle group is the one that came in probably a few years before COVID. Then you got the lower group, which is, I'm saying that that's that middle group that probably got the most weight on their shoulders because they kind of got a sense of what it is to be a senior carrier.
00:58:58
Speaker
going into them being played during COVID and struggling during COVID with everything that was going on. Then you got the new group. But a lot of that middle group don't have the senior knowledge of the seniors that the seniors are not sharing. You know what I'm saying? Because they feel like mentally they're not in the fight with us. So that's why I say if you got 30 carriers, you don't got 30 fighters. You probably more got like 20.
00:59:24
Speaker
with your, with your senior carriers and then your restricted carriers. Then you got less than a 20 because out of that new group, you probably got about nine of those that ain't going to fight at all. Cause they, they feel like, you know what I'm saying? I'm so new, I'm so new and I don't know what to believe in. Is it management or is this carrier? Why would I listen to a carrier that has a disconnect? Because when they buy their stuff and they coming in late and ain't no regular carriers there because the PTF are the last ones, it's going to be the management to tell y'all, yeah, man, y'all make sure y'all don't listen to no bad advice or no carriers, man.
00:59:53
Speaker
So on, so on, so over here, you know, she on her last leg anyway, glued over here, got paperwork on him anyway. So if I was y'all, I wouldn't listen to them, man. Let's do it, man. Oh, I fight every day. So now there's a divide that's being created. You know what I'm saying? Yep. So now you really already got that middle group. I fight for them too. It's only really up for the fight. I fight for them too. That's part of the group that went through COVID that was out here doing 12 plus, 12, 13, 14, 15 hours a day.
01:00:24
Speaker
But you fight, but you also fight for people that don't want to fight. That don't help. But it don't help if they don't fight for themselves. And that makes us fight harder. But the reason why she keep having to fight is because nobody else is doing it. So she's carrying the weight. But you've got to take that stress home. So you can't be the only person fighting in your station. It ain't just a passion. You've got to go home at the end of the day, Watkins.
01:00:53
Speaker
If you ain't willing to fight it, you ain't willing to. Right. It ain't really too much. You don't care about fighting. You don't care about fighting. You don't care about getting this paperwork. Just do it, man. Just do it, man. And I'll be trying. You know what I'm saying? Like, it's like the other day. One of my carriers, she got her up. Or whatever. It's like, dude, we. They talk about stationary time. Are you kidding me?
01:01:21
Speaker
She got the men and you keep talking about some stationary time. Wow.
01:01:47
Speaker
So, so look, see, so look, see why, why is she just not bypassing the area and taking it back? Hey, hey, here you go. This one hour a meal that I can't do because I want to come in and then give me something else because then management get the harass on her and she got to go to her store. So that's where we come in. It's like, okay, watch this. I'm bringing this. Let's say it's just two splits. It's two blocks. I'm bringing this two blocks back because you already put your time.
01:02:15
Speaker
Right? Cool. So I'm trying to find the best way not to have stationery time. It's construction anyway. Cool. Listen, it's supposed to be a clear way to the mailbox. Clearly it's a clear way to the mailbox. I'm bringing this back. No access to that street. Hey, give me two different blocks. They know that LA, but they don't utilize that because management is saying something else. But listen.
01:02:36
Speaker
But I'm telling you what I would do if I was this person or if I was feet to tell this person to do. And you're within your rights and within the contract. And I'm gonna give you the extreme case. I'm bringing these two steps back so I don't gotta worry about with no stationery time that y'all like to complain about. Give me two other blocks that I can do for this time. So if I'm giving you two blocks, it's supposed to be 30 minutes, then give me another 30 minutes to work. And if you say, man, you can't listen, you know what I'm doing?
01:03:01
Speaker
because I feel some type of way and I feel like you harassing me right now, you're creating a hostile working violence. Y'all done told me you are right now. You know, she ain't worried about her paperwork. I'm trying to fix that, whatever it is, and now you give me a hard time about that. Some of the carriers do that, some of the carriers do that, but some of them get post on, then they get to arguing and stuff. Yeah. And that's where we come in. If you can't handle yourself, then take your paperwork and then shut up.
01:03:36
Speaker
I've been gone a long time ago. You should be worried about it because at a point in time they can get rid of you based on your amount of paperwork. If one of them really got it into their head that they wanted you out of there and you did so many things over this floor and now I've backed up paperwork for, they can get rid of you faster than you go get rid of them because you ain't willing to ever do no paperwork. Yep, I slapped one of the supervisors. I'd have been got fear out of there.
01:04:01
Speaker
You know what? I'd love to see you on a day. You know what I mean? I got this time. She gonna fight every one of them. She gonna fight every one of them. Yeah, because what? You got to be kind of exactly funny.
01:04:33
Speaker
Exactly. You'd be home every day with no pay. You'd be at work every day with no pay. But we really ain't. It goes to dignity and respect. You're not going to talk to me any type of way. If you know what we can do this day, y'all don't try to tell us none. Are we going to go post them in there? See, but this is a problem. So this is what allows men to keep going outside the contract when we like to keep going outside the contract.
01:05:03
Speaker
Oh, yeah, because a lot of times, a lot of times, whatever they just said to you, don't, don't, don't, uh, Warren's, you cussing them out, which you do. And I'm going to play back on that. Cause I just, the person to cut somebody out and just because you don't like what the supervisor said, not only not cuss you out or not disrespect, you just don't like what he said. Cause you'd fill us some type of way that day.
01:05:30
Speaker
But it says, it says in the contract, and I just read this a couple days ago, it said this.
01:05:37
Speaker
Stewards, you can talk as loud as you want to, as long as you're talking about that contract. Now, if we get a little loud, we want that beat. No, it didn't say we couldn't. It didn't say it couldn't. No, look. I'm going to send that to you. So now, if you were to operate in that gray area, that contract also don't say that that manager can't throw chairs at people either. It don't say that. So that means he couldn't. No, but it's really.
01:06:07
Speaker
Hey, I'm just saying you want to keep operating in the grave, right? Then, then that allows them to operate in the grave. You can't keep on complaining if they operate in the grave. You want to be in the grave. We got nothing. It ain't nothing that says they can't throw a chair, but it's a definition that pertains to that dignity and respect. You can't be in here throwing stuff. You can't be. You can't put your head. That's a state law. Getting loud. Judge Judy will tell you that.
01:06:33
Speaker
Oh, I got a black eye. What did you do to him? I slapped them. Well, he hit you harder. Sorry, you shouldn't have slapped them. Listen, and that's why they have something in the contract that's called dignity and respect. So as much as you want management to abide by, you should be abiding by it. Otherwise, you open up the door for more stuff to happen.
01:07:00
Speaker
Like feed when she tried to defend a carry, because that carry was crying. Mind you, this carry is an adult. And can speak for herself. It goes back to us just being human. They try to take that away from you at the post office. So when you human, take what comes with that then. Killing people is human too. You don't have to go to jail for murder?
01:07:21
Speaker
Hey, I had a bad day. I, I, I, I, I, I snapped out. Chuck my girl. You know what I'm saying? She said I'd not go to jail. Can I use that as an excuse? Hey man, I'm human man. I don't think I should have no consequences. Whatever you do, whatever side that you own, just be willing to accept the consequences for that. Then ain't no problem. I put it like this, but I like to operate where it's, is conduct. Um, where is office conduct? You know what I'm saying? I understand.
01:07:51
Speaker
Your voice gonna get elevated when you're passionate about anything. As long as you understand that both sides can have that same type of value, then each side should agree that, hey, I get passionate, you get passionate. Long as we don't start demeaning each other, long as we don't start trying to stand up when we agree that we're both gonna sit down, that's cool. I believe anytime you're passionate about something, your voice is gonna elevate
01:08:20
Speaker
And you're going and you're going to work diligently for your client or for the contract. But it shouldn't be any profanity use. You know, fortunately I don't.
01:08:40
Speaker
It ain't like that in Milwaukee, Wisconsin. Managers walk up on you like, yeah, I'm about this life. Like, hold on. And then you should be walking out. Are we federal? You should be walking out with your guarantee pay instead of getting into it. Now, some people will. No, I'll have to grieve it. I'll have to grieve it. Yeah, when I come back to work, when I back the environment. See, this is what I'm saying. I'm willing to always go to the extreme on what the contracts say to do.
01:09:09
Speaker
But I got to wait for my, now if I got into it. You going to wait till I come back to work before we decide if I'm even following the grievance because I'm going to get paid the whole time that I'm out. I don't have to come to work.
01:09:23
Speaker
No, but management, right? You can do something that ain't nobody willing to do. I'm not finna, but I'm on a more laid back side. I ain't finna argue with nobody. I don't argue with my girl. As soon as I see that you done violated something, I'm going to the extreme because the contracts say I can't and I'm not going to the extreme. I'm not about to yell with a grown man. I'm definitely not about to yell and get into it back and forth with a woman.
01:09:42
Speaker
But management will come out and give you this letter and then they'll do the certified letter to AWOL and stuff like that. Yo Stewart gonna file that grievance, but I'm still missing this seven hours of my annual on my shit. I'm waiting on it.
01:09:58
Speaker
This is the problem. I'm going home because you created a high-side work environment. Correct. That's what I'm going home for. I'm not going to be worried about the pay because I'm going to have this side hustle in one of these little delivery apps or whatever the case is. Correct. In this little delivery app generation or side hustle, boom, that we got going on.
01:10:18
Speaker
And I finished it at home. And when I get this letter, they come in the mail, I'm going to call the station. As soon as I get the letter, hey, you said I'll be back to work tomorrow, so on, so on, so on. But guess what? I still feel like it's a hostile work environment. And since someone can prove to me that it's not, I won't be back to work. So I'm replying to your letter with this. As a matter of fact, I'm going to send you a letter back. And I'm going to put a USPS tracking on it too. I'm going to send you this letter back with exactly what I just said to prove to you that you got it. Because I ain't coming back. And I already contacted the union. And until they come to you and y'all settle something, I won't be back there.
01:10:48
Speaker
but what if a carrier called a union and the union tell them so just go back to work the next day put you out if they put you out call me don't do it the contract i'm still missing this seven hours of annual for that
01:11:09
Speaker
They can't put you in for nothing that you ain't signed no 1264. You can get that back. Don't worry about that. I ain't even worry about that. If you ain't didn't know 1260 or fill out no 3971 for you to take my annual leave, then you can't touch it. Now I walked out. You got to cover your time because you don't want to create the house that I work with, which I have proof that you did. Cool. I ain't worried about this seven hours.
01:11:31
Speaker
Correct. Right. I ain't worried about that. The annual leave right now, because the bigger fight is me not coming to work. And if I, if I'm on the floor and I seen coffee, I seen this happen to coffee. I'm walking out too, because I just watched him have a house. We keep worrying about these single one-on-one fights instead of we all doing it as a unit. When stuff happened over the floor, y'all handle it as a floor.
01:11:55
Speaker
It's not an individual thing. If it do, if I want to do violate coffee contract, he just violated my contract too, in front of me. Yep. He's screaming, calling him nigga. You're going to lose certain things in the short term, right? So the seven hours to five hours to three hours, you're going to lose them in the short term. They're hoping that you are short sighted. You got to, you got to be long range down the line looking.
01:12:24
Speaker
So if you, if you want to set me out, you can't tell me I'm safe. What have you did? You have to prove to me that you addressed the problem. The problem was not me.
01:12:40
Speaker
Correct. Now context to what coffee saying, how do they let him go? I want to watch this. The context of what coffee saying is the reason why they attempt to leave your eye on EP is because they feel like you're going to get it together with this money that you miss.
01:12:56
Speaker
I know that I might be in the wrong and I'm gonna have to pay you in the long run, but in the short term, I feel like you've been on EP gonna hurt you for an answer. You get what I'm saying? So what you have to do is you gotta hustle up. The question is, are you sick and tired of being sick and tired? If you just a little bit upset, you're not sick and tired of being sick and tired. But once you're sick and tired, it doesn't matter. If I have to give up seven hours for three months,
01:13:23
Speaker
for I can have another career that's on the nice and the easy and I'm willing to do that. I'm willing to affect their pocket as much as they're trying to affect mine. That's what I mean about when I say you have to become financially out of debt to be able to fight this long range fight. Because they're gonna, the first thing they're gonna do is they're gonna play with your pocket. Well, you play with my pocket, I don't even care. You know what I'm saying?
01:13:55
Speaker
I heard, I heard a manager say for Batum. Oh, he want to play an act game, play games on the street. I'm going to mess with his money. I'm only going to give him four hours. Contractually, he can get 12, but I'm only going to give him four hours. This is why I always say. I'm going to mess this whole understanding. I have a wolf pack mentality. If you mess with one of us, when anybody in the pack, you got to mess with the pack.
01:14:26
Speaker
If you're saying something about my coworker to my right, guess what? I'm writing a statement for that. That goes to what L.A. said when he said when somebody violate me, they violate him as well. So this is what I'm dealing with right now. What if that carrier to your right that you writing a statement for,
01:14:53
Speaker
The very next day, they come in all jolly, jolly. That's why you get to stay with me. I wrote my statement for you and shit like that. Oh, no, we good. Guess what? Damn.
01:15:06
Speaker
Guess what? They ain't gonna do it immediately. They gonna be mad. Oh, I'm gonna go home. I'll give it to you tomorrow, Cherie. I don't count on everybody. I count on the people that I count on. If me and Koffee were in the same station, which we haven't been since I was a CCA, if me and Koffee in the same station with what goes on now, dude, I'd have walked out from them any time. It's crazy.
01:15:27
Speaker
I left so many times this crazy. I would do it. I'd be praying for the days that I do go back to caring, or if I go into a station, I want it to right out of my station and into your station, Watkins, just so I can show you something. Yep. Get you a former manager. Yep. Just so I can show you something with your former manager. That's how bad I might do this business. What you did, though, and you did, you like do everything that was going on, I'm calling LA.
01:15:57
Speaker
Hey, he like, what is what? They should be doing this, this should be doing this. Like, what the? When he left, because he was my acting manager on the desk, I wanted to go with my team, but I could while I had a crazy incident with a manager and I still couldn't get a train. Right.
01:16:24
Speaker
Mind you, people have got trades in situations like similar to mine, but I didn't. Definitely felt defeated. I said, OK, I got to I got to work with him. And, you know, I'm a hustler, so I ain't missing no money for nobody. I came to work the next day. But that didn't do nothing for my anxiety. You know, my pride, everything. It's like, what the heck?
01:16:54
Speaker
I've never been through nothing like that in my life. A person just straight violated me, and I'm under contract. And I'm representing this contract. So that's the whole other episode, y'all.
Management Accountability
01:17:13
Speaker
And that's where you guys are going. You know what I'm saying? I went out with that. You're going to tap in on that soon.
01:17:20
Speaker
That's a whole nother podcast. I went through that at Western. You know what I'm saying? I feel like, by myself, I did my paperwork. I waited about three, four weeks. I'm like a beer hunter. Oh, I remember that. I'm waiting. I'm trying to trash like crazy coffee. I was like, crazy, three, four weeks. I'm long term with it.
01:17:39
Speaker
I got a sheet, blanket, everything. I'm sitting on this. You know what I'm saying? I'm taking my every time. Taking my note. Oh yeah, this happened on this day. It was like when I did my EO, it was tight. Your EO shouldn't just be out the blue. I remember that. You let them continue to build up, build up, build up, build up, build up. You know what I'm saying? You're developing a case. All the time. You're developing a case. All the time. You're trying to put a case like it's real court.
01:18:07
Speaker
And by the time we went in there, there was no way out of it for all three of them. But when I left, I had the manager locked in tight and to the point where the manager threw both the supervisors under the bus.
01:18:26
Speaker
when they go against each other, but they on the same plan. And one of the school advisors was her friend that she threw under the bus too, because she trying to get the less, the least sentence that she can get as possible.
01:18:39
Speaker
Oh yeah, it's my supervisor. They don't know what they doing. I'm just here by myself trying to get them together. I was like, what? In my head, I didn't say nothing. In my head, I'm like, what? OK, I'm at this side. You know what I'm saying? Because they ain't even throwing their name on me. By the time they learned what you want, that's how it ended. They learned what you want. I said, are we willing to accept them being retraced? That's what I went for.
01:19:02
Speaker
Right. Thinking because I really just did it to show her that you can get paperwork on you because I was really going to put it on the supervisors and let them pass work to the manager. But when they kept saying the manager told me to do it, I'm like, oh, I'm going to have to jump a step in. So I put the I got a half. Yeah, I got a half. I put it on her. OK, cool. You say, look, that's like me going for somebody when they do in the woody, they do in the supplier.
01:19:36
Speaker
I got that. I got the blue. Yeah. We don't, we don't just want the small fresh. We want somebody's job. Cool. Let's one step closer to the season though. I see him in here. You know what I'm saying? Okay. Cool. So I'll take that. So I said, of course that happened in that meeting and didn't go higher than whatever the case is. And I don't know what would have happened if I had asked for
01:19:54
Speaker
I'm gonna get it for you.
01:20:02
Speaker
Her removal would have had to go higher than that for determination. But he would not have been out of his rights though. She definitely breached the contract. Whatever he wanted, you know what I mean? Whatever he wanted should have been an option. This is everything. So the whole time I got him for gender discrimination.
01:20:28
Speaker
right? Because I, it was multiple times I came back and I seen females leaving early while they trying to get a dude's pivots and it was females leaving early. Who ain't had no paper. I remember asking him at the time clock one time like, Hey, it's like one 30. We, our end tour was three o'clock one 30. I'm just waiting the clock. I'm waiting the clock out. It's one 30. Where are you going? I ain't getting no paper. Then another one walked up. Just put our stuff up. You did your pivot already too. I didn't do no pivot.
01:20:59
Speaker
I seen this multiple days, but I'm seeing Mike got a pivot. Anglin got a pivot. Q will sign the pivot. I'm gonna sign the pivot. Not that we doing it, but I see him assign. I'm like, hold on, hold on, hold on. I watched this happen for days. This is one of the things. So I got you for gender discrimination. Cool. Because you overworking a man. Or attempting to overwork the man and not the women. So when I said that in there, oh, who's that time clock, Leonard? Who? What? What? Because I need to know. I said, listen, man, that ain't got nothing to do with me.
01:21:27
Speaker
You know what I'm saying? Who's there? I just know it's two women here. Now, if you want to know what day, I'd already said the day you got two supervisors. Y'all could go back to the day through your paperwork and y'all can guesstimate who that was. But they ain't my job to say names. My job is what happened with me and discrimination against me. Not for so you could look into somebody else. I don't know who that was. I know it was women. And I kept seeing it. Got it for gender discrimination, age discrimination. For the other people, I watched it happen on the floor.
01:21:56
Speaker
I watched it happen, a discrimination. Then I got for harassment with these pivots, right? Cause of y'all got something to say. Every time I bring this pivot back, I'm following the paperwork. The paperwork say if I can't, if I can't complete a pivot, my job is to contact management. That's what y'all want. Cool. I was instructed to. I contacted y'all. Majority of the time, like eight out of 10 times, y'all don't say nothing. Now she threw up, she was like, but I say something to you. I said, yeah, and you the only one. Your opener done and your clothes are done.
01:22:24
Speaker
down to down a couple times that you responded you told me to do it as overtime cool they don't respond whichever one is on the desk at that time which should be both of them at 12 o'clock because i send at 12 o'clock on the dot every day 12 o'clock on the not gonna be completed and i need somebody to come out here count my splits and walk with me and don't nobody ever do i even say that in the in the in the what's called
01:22:45
Speaker
I'm not going to be able to complete this pivot. Uh, I need somebody to come, come out here with me and count my men. I'm volunteering. And when nobody comes back and I bring this pivot back, Oh, listen, what's going on? And listen, after like the fifth, I said, listen, I'm not about to go through this every day. I'm not going to be able to complete this pivot. What am I structured? Now at this point in time, now I done got out of my head that I'm even doing overtime.
01:23:07
Speaker
So cool, now I'm just bringing it back. Hey, I couldn't do it, here you go. Oh, you just putting this? Yeah, I can't. Where's the sign to you? I ain't doing it. But so-so, I should have to keep hearing nothing. So at this point in time, if I keep hearing anything, your job is to move on and do whatever it is that you gotta do to get this done. This should be a further conversation than this. I sent a message at 12, didn't nobody say anything. I'm bringing it back before my eight hours.
01:23:29
Speaker
Here you go. I got five minutes left. Cool. I'm punching out. Now the fact that you keep on talking, but you got to do this. Y'all came to it. Now you starting to harass me. That's unwelcome verbal conduct. It's unwelcome. The stuff that you saying to me right now is unwelcome verbal conduct. You should be calling your overtime vows or whoever it is to get this mail assigned instead of talking to me at this point in time. I did my job. If you want to do all this and say all this, you should have did this at 12 when I was still on the clock.
01:24:00
Speaker
But you didn't. You didn't say nothing. Right? At this point, I understand this three hours ago. Cool. I let that build up. So I got her for that. And when I'm actually like, dude, why y'all keep doing this? Why y'all keep doing so and so and so? This is what she said. The manager told us to do it. Oh, the manager told you to do it, huh? OK. Now, I'm going to go into this. If you do have unauthorized overtime, and they're trying to put you in a 1017B, they have to tell you that they're doing that. Define unauthorized overtime.
01:24:30
Speaker
Unauthorized overtime. But by standard should be overtime that you did without them approving it. By approving them telling you to do so. We're going to stay too much longer. We're going on the 130 mark. Hopefully not. The coffee in there typing. He probably got bedtime. You know he got a curfew and everything. Unauthorized overtime, ladies and gentlemen, if you don't know. It's time that you do pass your eight hours that's not approved.
01:24:57
Speaker
Now my interpretation of not approved is them telling you to. So if I, if I, if I, if you give me an hour, everybody route, quote unquote, supposed to be eight hours in general, in general. That's, that's, that's the, the, the general, uh, assumption every, every route is quote unquote eight hours. Right. So if you think you want to go over, yes, that's in the eight hours. The routes were set up to be at majority of the stations, two hours office time, six hours on the street.
01:25:25
Speaker
That's how they, that's how they was designed, right? So that might not be, I mean, that's given take different routes as different routes. Again, if you think you're going to be over, then you got to fill out. This is why, if you think you're going to be over eight hours, you supposed to be filling out a third nine 96 for overtime for extra time.
01:25:42
Speaker
because the general principle is your route is eight hours, right? So cool. Now, if you give me a pivot, say Leonard, this is your one hour pivot. That means you're interpreting that or assuming that I'm going to be done in seven hours to do this one hour pivot because you're not calling it overtime. Overtime will be past my eight hours. Cool. So if I don't do that pivot,
01:26:04
Speaker
Right, and let's say I send my message like I normally do at 12, that I'm not gonna be able to complete this pivot. And I do it any way it's overtime. Without them saying Leonard can't continue or Leonard keep going or Leonard do it as overtime, then they're gonna say that that's unapproved, unauthorized overtime. That's not approved. Because they didn't approve you. Make them manage. Make them give you instructions. You want me to do this pivot as overtime, somebody gonna have to tell me that.
01:26:34
Speaker
Because y'all play too many games, if I did it, then y'all say it's unauthorized. Now again, if you do have unauthorized overtime, they're supposed to tell you if they'll put you in a 1017 B book, right? They're supposed to tell you, and you're supposed to get a reason on why you went over, right? For unauthorized overtime.
01:26:53
Speaker
Once they did that to me, I said, I'd never have unauthorized overtime again. I said unauthorized. You told me to do it. Also, I said, now we're not doing that. If you now on management side, if you tell somebody to keep going, you're authorizing the overtime. If you don't want them to have unauthorized overtime or you don't want them to do the overtime, you need to be telling them to bring mail back, which we know you're not going to do. But if they tell you to keep going, then they're authorizing the overtime.
01:27:20
Speaker
So basically, don't go out and not tell carriers that. Don't just do, if she said it's a pivot,
01:27:27
Speaker
And you thinking that you knowing in your mind, like, Oh, this ain't going to be a pivot. I got this much. It's going to leak into overtime. That will consider unauthorized overtime. Correct. Cause they didn't use overtime. Exactly. They said it was a pivot. It's different. You can call them in the app. I'm not going to make this, this, I'm not going to make this whole hour overtime. What are my instructions? You can even say it in that way. What are my instructions?
01:27:52
Speaker
If you don't get no instruction, if you don't get no instruction, then you need to be coming back within your eight hours with that mail. So let's just say they gave me an hour pivot, but I could do 30 minutes of it. I'm gonna go do this 30 minutes. Look, I'm almost at my eight. I'm about to go back to the station. Hey, here go this other 30 minutes. I had an hour pivot. I was able to do 30 minutes. He go to other 30 minutes.
01:28:12
Speaker
They would ask you, oh, why you didn't do this? Because you told me to have an eight-hour day. I didn't have authorized overtime. And I sent you a message at 12, didn't nobody say anything. So are you authorizing? Now, if you want to do it, then ask for instructions. Are you authorizing overtime or not? If you authorizing, then I go do it. If you not, then, hey, I got to punch out within my eight and I'm on the clock. I got two minutes left. So what if when you come back in the office and then they try to reverse it, like, okay, just do it for overtime.
01:28:39
Speaker
You back already to show time to clock out. If you're willing to do it, it's overtime. That's on you. Okay. If you're not, then don't. It's at the end of your ship. If you are not a value, you can't be forced. At the end of your ship, I made plans already. Now, if you own an overtime list, it possibly can make you do it because you own an overtime list or PTF.
01:29:05
Speaker
Max and your PCF not max technically is supposed to go to them now Felicia station
01:29:18
Speaker
They give out. We got a 531 to work with it is, is, um, like that. I'm not even, everybody's five 30. So basically they're not matching our contract because they can over the five 30 everybody off by five. So they're getting low.
01:29:36
Speaker
So they can do that with what kind of thing? Maybe a pivot, it just depends. But if they can get everybody off at 5.30, if they have to give the no people an hour, an hour 15, it just depends.
01:29:51
Speaker
But it's stupid because our union, before COVID hit, we had the 5.30 window. And so basically once COVID hit, the 5.30 window went out the window because we couldn't hold 5.30 no more. But now that everybody is back to work and we got enough people, now they're holding 5.30. So now this is right.
01:30:30
Speaker
But but but that contradicts their contract because they still got the regular overtime. How you supposed to assign overtime stuff? See, that's in our local. Where you supposed to max the overtime vowels and CCAs. Yeah, that's in our local. So that's this is what I'm grieving every single day. Violating that with the 530 window, which both they contradicts each other in the same contract. This is what I'm saying. At what point is the contract voice? They ain't making sense by this point in time.
01:30:57
Speaker
in the contract that contradicts the other stuff in the contract. That's why I was just thinking about the headache that you gotta go through with this. It's like, come on man.
01:31:17
Speaker
I wouldn't be doing that have to meet me, you know, there's some things, man, that I just ain't gonna do. And somebody got to see me in office. That's just it. And y'all got to get that mentality too, man. Stop being scared of going into the office. That's what we're going to get this understanding. And it's really because management thinks that, oh, no, they're not going to get right. No, you're going to get right. This is why we're here. You just don't understand what we're going into the office for.
01:31:41
Speaker
I did this to purposely get in here to put you on notice. That ain't gonna ever happen, G. It ain't gonna happen. Every time you think it's gonna happen, we gonna be in here.
01:31:52
Speaker
And I'm going to put paperwork on you and to the point where I can build a harassment case against you. Cause I'm putting you on notice today that this is unwelcome and unwanted what you're doing or attempting to do. Now you want to go by the five 30. That's cool. I don't got to go by the five 30 because I'm still thinking about a regular overtime. So now we have
01:32:17
Speaker
That bee just didn't agree. So now I got 27th degree with this right now. So you still ain't gonna win no right up because I'm still right.
01:32:47
Speaker
And instead of grievances, it should be paperwork for management because it wouldn't be no previous because ain't none of us doing no taking a long time. Listen, you're going to sign that mail to me. You're going to sign me anything in the world. You could assign me three routes if you want to. I bet you I'd be here in my eight hours and be going home.
01:33:09
Speaker
If my overtime vows and my CCAs slash PTF not max, I ain't doing no time. That's just going to be it. Now, unless I'm under that day, I got this little pivot, maybe a split or two, whatever I might have. Okay. What did Matt come up to you and say? Cause a lot of carriers don't know this. Oh, we, everybody's max thought I got to give you two hours. This carrier, how the hell can she say that? She got to prove that to me.
01:33:36
Speaker
I talked to the carers. I mean, you can also look at the sheet. If y'all got y'all picking time, you can look at the sheet. Now, let's just say you can't look at the sheet. You had the one in the station where they picked the time for you. Cool, whatever.
01:33:53
Speaker
I'm going to hit the street. I'm going to make my calls. Hey, I could do you max. Okay. Cool. It's par max. I know you got par on the phone par max. Cool. Okay. Cool. Let me, let me call Lewis Lewis. You max also called a couple of people. Y'all got, you got four or three and a half at least whatever. Okay. Okay. Cool. Then cool. If somebody kept me, they got two or they got whatever they got one and a half and this and the other man. That may be on the floor.
01:34:19
Speaker
I'm coming back and put the, you left this on, nah, dude ain't max, dude ain't max, she ain't max ain't, nah, y'all ain't gettin' me. Y'all got a max then for y'all gettin' me. Then I take my two when I'm supposed to take my two. But typically I'm never in the station where that's happened.
01:34:37
Speaker
I'm never in the station when that happened, so. We are. If they were trying to open the 530 windows, I'm not doing it. That's me, Percy. But I'm also the one that's willing to go in the office. If that's not you, then that's not you. But I'm confident in the knowledge that I've gained so far to speak for myself. I've only been in the office maybe two or three times total. And I've always spoke for myself all the time. My student has never had the same. I had never been in the office. I was at the office for a tennis review.
01:35:06
Speaker
When we finally got a new manager at Western and then she just did it. Everybody has an attendance review and then what and then when Lydia did a tennis review, she did the whole station. I did a tennis review and then when I put the EEO on, sometimes I've been in office.
01:35:24
Speaker
So, so one out of the three times I was going to pay work on management with y'all, with y'all should feel safely do or feel safe doing. Okay. Uh, to the end again, write, write article three, right to manage AKA this managing, you know what I'm saying? Is, is the downfall of the post office and all of management is just missing.
01:35:45
Speaker
Um, and they use that in different ways that creates headache, that creates a harassment, open the door for harassment, creating a hostile work environment because they feel like they don't go, they don't have to go by the rules. Also this, this takes part in their training because why do I really have to pay for the supervisors training when they could just do whatever they, they can manage the station, they can manage their station, like managing the McDonald's and then just say, well, I got article three, I could just do what I want to do.
Budget Manipulation and Article Three Misuse
01:36:10
Speaker
So most, most people in management don't know the contract. That's a fact.
01:36:15
Speaker
Most people in management don't know the contract. I don't know why that's not a requirement because that's where all the grievances come in. They see where the ball falls on management. Yeah, but they also feel like feel like we're not going to hold off on paying the grievance anyway. So they're not even feeling the feeling the violation. It's not taking a toll on them because they're trying to hold off on paying you your money.
01:36:43
Speaker
So it's like there's a consequence, right? And the consequences keeps getting held back. So Leonard does something illegal. Leonard's supposed to go to jail, but jail is saying, but the person over the jail is saying, man, we'll let Leonard stay on the street about another month, then we'll go get him. Then that month ends and like, man, we'll let him stay for another month, but Leonard keep on violating.
01:37:05
Speaker
But Leonard Guy is over the jail. So Leonard like, man, the community like, man, when are you gonna pay his price for violating? Say, man, we dictate that, not you. That's what management is doing. We dictate when we gonna fix the violation. Y'all don't dictate it. So until then, we just gonna keep on postponing and fixing it.
01:37:24
Speaker
whatever you're supposed to be doing or paying the consequence on whatever, for one, they shouldn't dictate when they pay the consequence. This is what, this is what coffee was talking about. I don't know if that was earlier or when you write, when you write up the grievance, when you write up the grievance, do you put it in there that it should be paid out the next day? Then they got to pay money. Then they decide when they're going to pay the money. I agree. And that's the biggest thing right now.
01:37:49
Speaker
People want to know, where's my money for this green? We won this case. Where's this? Where's the con? Oh, that is the way. Yup, contingent. Yeah, every 14 days. 14 days. And then they get hit with the non-compliance. And they still don't find it. Non-compliance. We do a non- I did four non-compliance for the same thing. And it was so stupid because it was for uniform stuff.
01:38:19
Speaker
It's like, dude, like, is you kidding me? You don't want to pay this? Now look, now I'm going to tell you all this, right? This is things that I've verbally heard, verbally heard. So this is going on my personal experience.
01:38:37
Speaker
part of part of you in the in the district or or or part of a district or whatever the case is and no matter what you're on, carriers, clerks, mail handlers, truck drivers, whatever you want, right? I'm gonna tell you
01:38:53
Speaker
One of the reasons, which is one of the bigger reasons, it's not the only reason, one of the big reasons why you're not getting paid, right? Is because management gets a bonus for being under budget, right? Grievances comes out of the budget per each station. So every station has a financial budget that they're supposed to eat or try to operate within, right?
01:39:21
Speaker
Like a regular business. So so let's take one station and it's one station supposed to be around 30 I say
01:39:32
Speaker
We'll take Taftonia. Let's say $50,000 a month to run Taftonia Station. Shout out Taftonia Station. To run Taftonia Station every month is a general principle. That's what we're paying your carriers, paying your clerks, building facility maintenance, whatever the case is. And when you got to order stuff like uniform allowances, bags, like satchels and stuff like that, ordering stuff for the station also comes out of your budget or affects your budget.
01:40:00
Speaker
grievances, but management has the pay also comes out of the budget, right? So one of the reasons management not attempted to pay is because they're trying to stay under budget, right? And if they stay under budget by, I think a certain percent or a certain amount or whatever, then management gets a bonus.
01:40:20
Speaker
It's like a, it's like a three month window, six month window, whatever the case it is. I think it's like a three month window, maybe six months, I could be mistaken by the time. But management gets a bonus for a fact, as long as they're under a certain amount, either per space or as a district. So part of the reason why they don't pay grievances is because those come out of your budget and they know for a fact they're going to be over budget if they pay all those grievances for mismanaged. Now this is why I say to me, it's kind of still.
01:40:47
Speaker
because management know that they're over budget if they pay those grievances, which is why they're not paying it. So now you're almost like falsifying your numbers to make it seem like you're under budget to get money from the post office. But then when you pay those grievances, you're over. So you kind of stole money from the post office. You get what I'm saying? You got the budget under false pretenses. That makes sense?
01:41:13
Speaker
Yeah, that is crazy because I think that happening. It's happening now. It's like, what the hell?
01:41:21
Speaker
Now again, this show again, but we're going to throw this out there. You know what I'm saying? Welcome to the post. We try to get y'all good information, get all good information, management side and craft side. This just so happened to be about the article three. You know what I'm saying? Which again, article three is not all the way bad. It is meant to be used in that stream situations or emergencies. Right. It's definitely, it's definitely touchy and sensitive. Correct.
01:41:47
Speaker
I come in and half my station down in a way I mismanaged and say, okay, look, ain't nobody casing. Everybody take two routes. That's to say all my people 12 hour vows or ain't got no restrictions or whatever the case is.
01:42:00
Speaker
Everybody, all we down to the route, let's say it's 20 route station. We down 10 routes, 20 carriers. Hey, it's 12 hour day, y'all. Nobody case. Everybody take two routes, packages and DPS. I just mismanaged, but I mismanaged in a way to try to at least cover all the mail. You get what I'm saying? But it's an extreme situation. Now I'm willing to pay that grievance because again, I got to get the mail out first and foremost. That's the mission of the post office.
01:42:24
Speaker
So that's the extreme situation why I got to miss manage. It's only should be happening during those extreme type of situations. Is it ain't meant for just daily use of just regular. I was just going to say, so what do you call that for daily use? It's like that. No, that's not what it's for. Could you tell me in my face, you're going to fight this green. It's like, come on, man.
01:42:49
Speaker
So now I gotta do all this. All right. But again, welcome to the postal blue podcast. This was, this is and was episode four entitled article three. Shout out to my sister fee. Shout out to walking. Shout out to Black Knight and the boy LA styles. Y'all make sure not to forget that. Y'all can check us out on YouTube under amazing studios. That's spelled A-M-A-Z-A-N, amazing studios. You can find all of our podcasts over there. You also listen to us on all your streaming platforms.
01:43:21
Speaker
If you're a craft employee, make sure you subscribe. If you're on the management side, make sure you subscribe because we're going to have episodes for managers too. It just so happened to be an article three thing. And there's no point of management speaking on this on this side. I've kind of been over there a little bit, at least on the acting side.
01:43:38
Speaker
Um, and then there's no real way to kind of defend outside of what we've already said in extreme emergencies. Again, there is a place for article three in extreme circumstances, but it's, it's not a daily use tool that's supposed to be a daily use tool. Again, magical try to argue against that. But again, we already know that that's part of the mismanagement. So if the information is tainted, it ain't no part in listening to it. Ain't no point in listening to it. We try to give you the straight up and down what it is on black and white and what it means in the black and white.
01:44:06
Speaker
Okay? It's not a one-sided thing or anything of that nature. I'm not always craft side. I'm not always management side. I try to be in the black and white for better or for worse.
01:44:16
Speaker
Um, with that, uh, again, make sure y'all check us out on all streaming platforms, man. You know what I'm saying? Uh, yep, share podcast. We also got a, uh, a community on Twitter by the same name, post a new podcast of your, uh, craft employee, or if you're on the management side, you can go get that information.
Building a Supportive Community
01:44:34
Speaker
We're going to have some, uh, some live spaces going on over there.
01:44:36
Speaker
in the near future, but we can debate back and forth. We can sit down, talk, cross crafts, do all this type of stuff and things like that. We also have some giveaways, got some merchandise coming, some shirts, some patches represent your craft. We got some, uh, individual craft patches, no matter what your craft is. And we got some postal blue patches coming out. You know what I'm saying? That you can put on your shirt and represent for whatever your craft is in the postal service. Okay.
01:44:59
Speaker
and encourage our customers. They in the fight, they in the fight with us, you know, your customers, you know, like, you know, get the information out. Make sure y'all share this with y'all, with your customers, because we also going to be going into things that's customer related, such as informed delivery, why it don't work, all that type of things. We got those shows coming.
01:45:20
Speaker
Let your customers get that information. You know what I'm saying? And again, we're building a community where we can get the information, where we can stay together, stick together. You got something going on at your station, we can get that out. We get that information and go to the Twitter community or the X community to post a new podcast over there. We do got a website that's coming that's in the works and we do got a Discord that's coming that's also in the works.
01:45:44
Speaker
And we can help get you that assistance that if you're having a rally at your station, we can get that information out. And maybe people at the surrounding stations can come help you at your rally. You know what I'm saying? Or maybe the other tribes can help you at your rally in nearby areas or whatever the case is. So again, we got to start somewhere. So we got to build that community.
01:46:02
Speaker
So 2024 is going to be the year that we start building. We don't have a choice at this point in time because too much playing in our face has been happening. So we got to start somewhere.
01:46:14
Speaker
Um, you got anything, uh, Watkins again, what Watkins is a carrier in the union Stewart. My sister fee is a carrier in the union Stewart, uh, coffee, also known as black night. He's a carrier and a safety captain, uh, and represent for the Stewart's at time. He kind of do what he wants to. Thanks for tuning in guys. Going on the boat. So just know when men, when men see on here together, it's going to be over an hour.
01:46:42
Speaker
Stay soon. Stay soon. So yeah, shout out to P, LA Coffee. Thanks for letting me tap in. Yeah, it's on. We are back at it tomorrow. I'm off tomorrow, so. And remember, episodes recorded on Sunday, so y'all should be getting this 9 a.m. Central Standard Time every Monday.
01:47:10
Speaker
Every Monday, I will come to y'all then in the middle of the week, I might come with to y'all with a 0.5. Anybody got any concerns, questions, comments, make sure on whatever you listen to us on, even if it's on a YouTube.
01:47:25
Speaker
Um, or if you go to the, to the communities on Twitter slash X now, um, and you got any type of comments, I will, we will try to address those things in a short episode, uh, call a 0.5. So this episode four. So in the middle of the week, we might do a 4.5 depending on the comments, the things that people say to address a few things and get up out of there. Last week, we got a point, a 0.5 or 3.5. It was like 30 minutes. We will try to keep it like that and then get up out of there.
01:47:49
Speaker
to give y'all a middle of the weekend to address some things that y'all saying and things of that nature so we don't necessarily get anything mixed and so we don't have to address too much coming up on that next Sunday. All right. Again, we're trying to give y'all that content and build you that community, give you that support that you need. Who knows, in the future, the postal blue might turn into this whole, whole another union.
01:48:09
Speaker
But for craft employees, you know what I'm saying? Oh, it is. We out here. If you can't be dropping the ball and we'll address them when it's time as well. So just for you supervisors and managers who think we just against y'all, we actually not 100% for the APWU either. You know what I'm saying? We in the middle because y'all both be jacked up. You know what I'm saying? Y'all both ain't doing what y'all supposed to be doing.
01:48:31
Speaker
That's it. We'll get up out of here, man. If you got a way past the bedtime, she's going to take a nightcap. Coffee definitely in the bed already. And Watkins got to go do something with her hair. Yeah, and I'm going to eat some tacos. So next episode, we're going to tap in.
01:48:49
Speaker
And with that, I don't know what it's going to be yet. But if we have a 0.5, I will let you all know then, which should be like Wednesday, Thursday, I will address what the next topic is going to be on the 0.5, which will be the 0.5. I'm trying to make the 0.5 a regular thing so we can do like two shows a week, a longer show, which is a full episode, which is Sundays. And then just a way short episode just to respond to questions and concerns and things like that. Try to help people in the middle of the week that got questions about the previous show.
01:49:18
Speaker
All right, with that, so sometimes the point five might not be everybody. It might be one of us, might be one or two of us, or whatever the case is, just to give you that information, and then we'll bother there. With that, again, thanks for listening. This is the Post-Blue Podcast. Catch us on all streaming platforms. Make sure you hit that share button, because sharing is caring on whatever you're listening to, so your coworkers can get that information, and so your carriers, not your carriers, your customers, your residents on your route, can get that information. Be bigger than what it looks like. Technically, we got the whole nation
01:49:47
Speaker
to hold us down, right? The mail carrier is the face of the post office. Not the supervisor, not the manager, not your OIC or your CSOM, whatever it's called, not your postmaster or district manager. They never even seen these people before. Your whole community of 500 houses or 600 houses, 400, whatever's on your route. Some people got a thousand apartments or whatever. The face of the post office is you, the carrier. And if you got a problem, I guarantee you, your people will go to bat for you.
01:50:14
Speaker
Right. So we got these concerns. Not only we 500,000 deep here, we also got all the customers for all 500,000 of those people to ride with us. Right. So we got to, we got to bring this, this community together, closer than what we've been, what we've been. And we got to get to the bottom of the whole lot of things. And we're going to do that starting this year. We're starting at the middle of this year, because we just, we just got rolling. With that, we're going to get up out of here again. Y'all make sure to hit that follow and subscribe button. I appreciate you. One. Like and subscribe. Like and subscribe.
01:50:45
Speaker
Subscribe to the podcast for all future episodes and make sure to share with someone. We appreciate everyone and there's a lot more to come.