Above photo: Activists in support of unionized rail workers protest outside the US Capitol Building on November 29, 2022. Anna Moneymaker / Getty Images.
In times of great challenge, many ask, “Why?” Why should we change? Why risk what we have? Why push beyond what’s comfortable?
But the question we should be asking is, “Why not?” This was the mantra of Bobby Kennedy in his 1968 Presidential campaign, and it’s one rail labor must adopt now. Much like Kennedy’s vision of bold action, rail labor needs to embrace a future-focused mindset—one that questions the way things are, instead of accepting a slow decline. As we face perhaps the greatest obstacles to our industry and workforce in a generation, the time for asking “Why not?” has arrived.
For decades, rail labor has been content with incremental changes, celebrating small victories that feel more like stopgaps than real wins. We’ve traded away larger gains for short-term stability, often without realizing the long-term costs. Just as past generations gave away firemen, brakemen and cabooses with little to show for it, we now find ourselves at another crossroads—staring down a future where one-person crews and automation loom large. The question isn’t if these changes will happen, but when.
Why not seize this moment to rethink our approach? Why not stop asking how we can hold onto the scraps of what we once had, and instead demand a bigger seat at the table for the future? This leaves many members questioning whose interests are truly being served. The real power in our organizations, though hidden, is now making decisions that affect every single worker in the industry—decisions that will define the future of rail labor. But instead of clinging to the way things have always been, we should be asking ourselves: Why not build something better?
Imagine a future where rail labor isn’t just defending itself from threats, but actively shaping the industry for the benefit of its workers, while preserving the ability of already financially strong railroads to remain that way. Their financial success is the source of labor’s success. A future where operating contracts provide predictable schedules, allowing workers to return to their families after each start. A future where safety and efficiency can coexist, and labor’s voice is essential in determining how the industry moves forward. Why not fight for a system where workers aren’t just holding on to what they have, but are emboldened to shape the future of their profession?
Coordinated Bargaining and Transparency
One of the most effective strategies for empowering rail labor is coordinated bargaining. Rather than each union or craft negotiating in silos, labor should join forces across the industry to present a unified front. This collective strength makes it much harder for railroads to exploit divisions among workers, ensuring that gains are shared across the workforce. Rail labor has successfully united in the past—like during the fight for two-person crews—so why not do the same to fight automation and demand stronger contracts now?
We’ve seen the power of coordinated bargaining in sectors like the airline industry, where unions representing different employee groups, such as pilots, flight attendants, and mechanics, pooled their resources to negotiate more favorable contracts with major airlines. These efforts resulted in significant wage increases and better working conditions for all workers, demonstrating how unity across crafts can deliver real wins for labor.
But unity in bargaining is only as strong as the trust and transparency behind it. For coordinated bargaining to succeed, members need to have confidence that their union is acting in their best interests. Transparency is the key to ensuring that union leaders are accountable and that negotiations aren’t being conducted behind closed doors.
But transparency alone isn’t enough. To truly shape the future of rail labor, members must not only have access to information but also a direct hand in the decision-making process. This is where union democracy comes into play. Without a democratic system that involves members at every level, even the best intentions can falter. True power lies in the hands of an engaged, informed membership that participates in shaping the future, not just observing it.
A Call for Union Democracy
Getting members educated and involved is critical, but the question is: How do we make that happen? A healthy dose of union democracy at all levels is the key. Members need to take ownership of their unions, feeling truly enabled and responsible for their direction. The current system, often described as a “pork chop system,” rewards union officers with perks and privileges far removed from the everyday realities of the rank-and-file. Their pay far exceeds that of the average worker, along with time off whenever convenient and the luxury of negotiating contracts they’ll never have to live under. Those at the top have become a class of their own, cozy with management and distant from the workers who put them in power. Union leaders should never feel lighter than those they represent, and while they toast to another deal over three-martini lunches, we’re left holding the bill. Handshakes and favors may fill their days, but the real work is done by people whose names they’ve long forgotten. Real change starts when members hold leadership to the standards they were elected to uphold.
We need to create a union culture that emphasizes participation and involvement from the bottom up, democratizing the organization so that members are fully engaged at all levels. To achieve this, we should explore the possibility of merging with other unions to form a single, more powerful union for all rail workers. Additionally, advocating for one-member-one-vote in all union offices—from local to national levels—will ensure every voice is heard. Implementing leadership term limits, rotating officers back into the craft and requiring periodic fieldwork will keep leaders connected to the realities of the job.
To enhance transparency, officer wages should not exceed the highest annual craft wage, with any wage increases tied directly to what members achieve through contractual agreements. We must also be proactive in articulating our union’s vision to the media, the broader labor movement and the public. Finally, building solidarity with other unions, worker groups, environmental organizations and advocacy groups will help us break free from the vacuum and gain real power.
Building Alliances for Broader Influence
Rail labor cannot operate in isolation. To truly empower the rank-and-file, we must build alliances with other movements and industries facing similar struggles. The Teamsters’ recent victory in negotiations with UPS, where the union successfully fought for improved wages, better working conditions and more full-time positions, is a prime example of how a strong, well-organized labor movement can challenge even the largest corporations. Rail labor can learn from this approach by forming similar coalitions with logistics and transportation workers, who share many of the same challenges, like unpredictable schedules and safety concerns.
Sara Nelson, President of the Association of Flight Attendants–CWA, provides a transformative example of how coalition-building can amplify the influence of labor. By uniting flight attendants with other labor groups and social justice movements, Nelson amplified her union’s voice and garnered widespread support on key issues like workplace safety. Rail labor can learn from this approach by forming coalitions with environmental groups, for example, to advocate for safer, greener rail systems—an issue that aligns workers’ and the public’s interests.
These alliances are just one element of a broader strategy that empowers rail labor to shape its future. But we cannot stop there—coordinated bargaining, transparency, and democratic participation must follow.
Between 1955 and 2024, railroad employment plummeted from 1.2 million to under 150,000, according to the Association of American Railroads. During that time, rail workers have become significantly more productive but have been largely excluded from sharing in the financial gains that productivity has generated. Class I railroads have seen record-breaking profits, with operating ratios in the 60-65% range, driven by Precision Scheduled Railroading (PSR). Despite these gains, worker compensation and job security have not kept pace, with one-person crews and automation posing further threats. Now is the time for workers to take back their rightful share of the success they helped create, and coalition-building offers a clear path to making that happen.
A Path Forward
Empowering the rank-and-file is not about tearing down unions—it’s about strengthening them from within. But this won’t happen unless we, as workers, push for it. It’s time for union leaders and the rank-and-file to demand transparency, engage in coordinated bargaining, embrace union democracy and build alliances that will reshape the future of rail labor.
Some might argue that pushing for such sweeping changes risks destabilizing what we already have. But the real risk is continuing down the same path that’s left us vulnerable to automation, reduced job security and diminishing influence. Why not demand better?
The old ways of thinking have served their time. Now, we need a new frontier for rail labor, one that isn’t content with asking “why?” but instead boldly pushes forward with “why not?”
Jason Doering, with 20 years of experience as a locomotive engineer and conductor, is an advocate for transportation safety and workers’ rights. He is a member of the Brotherhood of Locomotive Engineers and Trainmen Division 766 in Las Vegas, a former Nevada State Legislative Director for SMART Transportation Division, and a former General Secretary of Railroad Workers United.