SMART-TD National Training Seminar Archives

Conductor Nathan Hatton arrived at work on August 9^thready for an ordinary shift. The twice-daily Amtrak run between Pontiac and Battle Creek, Michigan, is usually busy, but calm. Hatton and Dallas Jeffs, his assistant conductor, greeted passengers as they boarded.

One passenger, ticketed for the three-hour trip to Battle Creek, caught Hatton’s attention.

“This passenger was traveling a long distance, and yet he only had one small suitcase. When I greeted him, he was nonresponsive and avoided eye contact.” Hatton explained. The passenger was also wearing camouflage and knee pads.

LESSON 1: KNOW THE PATTERN AND WATCH FOR ANOMALIES

Conductors Nathan Hatton and Dallas Jeffs collaborated to stop a potentially dangerous situation aboard an Amtrak train.

As the local chairperson for LCA-769A, Hatton attended SMART-TD’s 2024 National Training Seminar in July. His training included a session on de-escalation techniques for transit workers. Such training is part of the union’s ongoing effort to confront the rising epidemic of violent assaults involving bus and passenger rail workers across the United States.

“In the training we were taught to watch for things that stuck out to us as not normal. He was checking a lot of the boxes on the list. Things our instructor, John Bostain, told us to be aware of and not to blow off,” Hatton said.

Bostain, an instructor for Command Presence Training, modeled his course on techniques used by the U.S. Marine Corps to anticipate and, if possible, defuse tragic events.

“When anomalies start to pile up, it’s an indication something is potentially wrong,” Bostain taught. “That’s when the transit worker must decide what to do to protect the safety of themselves and their passengers.”

Hatton quietly shared his observations with Jeffs, and they agreed to keep an eye on their unusual passenger.

LESSON 2: WATCH FOR SIGNS OF A PERSON IS IN CRISIS

Early in the journey, the passenger stood from his seat near the front of the car, removed his case, and moved it to an easily accessible luggage rack behind all the other passengers. He returned to his seat for a time, then moved to the cafe car. Hatton observed as the man ordered three shots of gin.

“The single most important technique for dealing with people in crisis is not escalating,” Bostain wrote. It is easy to accidentally make a situation more intense through confrontation, when a tense situation calls for a delicate touch.

While the passenger was occupied in the bar, the conductors decided it was time to see what was in that case. Hatton kept watch while Jeffs opened the case and discovered multiple loaded firearms. Amtrak police were contacted and discreetly boarded the train in Jackson, an hour out from Battle Creek. Jeffs moved the case to a vestibule, out of sight of other passengers, where the officer could discreetly inspect it.

LESSON 3: STAY CALM, CREATE SPACE AND GET BACKUP

With 15 minutes left in the journey, the Amtrak police proceeded cautiously. By this time the passenger seemed intoxicated, and he may have been armed. While they kept watch, Hatton also contacted the Battle Creek Police Department. The man was detained as he stepped off the train.

REMEMBER YOUR TRAINING

While there is no way for Hatton and Jeffs to know the plan or intentions of the man, his behavior was erratic and, improperly handled, had the potential of being catastrophic.

By staying calm and working strategically, brothers Jeffs and Hatton may have saved their own lives, as well as several others.

For information on upcoming SMART-TD training opportunities, please visit our website and watch for announcements in our daily SMART-TD NewsWire emails.

SMART General President Michael Coleman addressed attendees at the SMART Transportation Division National Training Seminar (NTS) in Cleveland, Ohio, on July 9th, reiterating the solidarity that powers our union and committing himself fully to winning the pay, dignity, safety and protections SMART-TD members deserve.

“We stand for our members, and we will fight to the bitter end for the membership,” he declared to a fired-up SMART-TD audience.

GP Coleman: “You have the ‘why’”

Coleman readily told NTS attendees that, after 40 years as a union sheet metal worker and union officer, he was less familiar with the transportation side of SMART when he first joined the International in 2019. But having worked alongside SMART-TD President Jeremy Ferguson and his team since, including the SMART-TD legislative staff in Washington, DC, he told attendees: “I’m proud to stand up here with all of you under the banner of SMART, because that’s who we are. We are one union. And make no mistake about it … we are stronger for it.”

Coleman attended various breakout sessions during the NTS’s first day, hearing about the fights SMART-TD officers are embroiled in across the United States.

“There was an overarching message,” he said. “And that is: We are in a fight, and we are in a fight every single day. But I’ll tell you this. After witnessing what I’ve witnessed, there’s not another group that I would rather go into a fight with than this group right here and our brothers and sisters on the sheet metal side.”

The reason? Because SMART has our “why;” our reason for fighting. Coleman referred to the writing of author Simon Sinek, whose theory of a “golden circle” of leadership posits that organizations and leaders are constantly dealing with the “what” — the results they achieve — the “how” — how they achieve those results — and, most importantly, the “why” — the reason that “what” and “how” even exist.

Our “why” is the members, Coleman said. And that “why” is more powerful than any reason our enemies could have.

Representing SMART members through thick and thin

SMART-TD fights on behalf of its members day in and day out, Coleman told attendees. And the attacks are relentless.

It was only two years ago that the freight rail carriers said, on the record, that “labor does not contribute to profits.”

Management is slow to react to threats on operator safety and rarely takes the expertise of local unions into account when searching for solutions to violence on public transit.

Billionaire shareholders constantly seek to undermine working conditions and safe staffing in their pursuit of “efficiency” and profit in the transportation industry.

“I ask you – it’s a simple question – what is our crime?” Coleman posed to NTS attendees. “[Is it] that we fight for safety and dignity in the workplace? … Is it that we worry about our members and their families, and we make sure that they can provide a decent living, a home, and raise their family with dignity? Is that the crime? Or is it because when it comes time for us to retire, we want to be able to retire with some dignity as well?”

Recently, he added, SMART-TD hasn’t only battled entities like the Class I railroad carriers. Even other figures and organizations within rail labor have taken to disrupting the coordination and solidarity so desperately needed in national rail contract negotiations.

“President Ferguson and I are on the same page: We don’t want this fight. We do not want this fight. We want to join forces and fight those enemies I talked about before,” he said.

The challenges in our path make events like the NTS even more important. With trainings at the national and regional level, SMART-TD union officers can equip themselves with the tools and knowledge needed to represent members to the fullest, whether negotiating strong bus contracts, winning railroaders back pay or bargaining on attendance policies and paid sick leave.

“We will win,” Coleman concluded, “because of you. Because of us. We’re going to outthink them. We’re going to outwork them. And most importantly, we’re going to out-why them, because that’s what we stand for. We stand for our members. … I appreciate every single one of you for doing that every single day.”