The Conversation at 1100 N. Central Street
Early Summer, 2025
Noon-ish, seated outside Three Rivers Market, sunlight blazing, the market bustling with the lunchtime crowd and many fresh faces. An excellent setting for a heart-to-heart chat. Fadi, the current General Manager, sits across from Chris, the retired United Food & Commercial Workers union veteran expert. A soft, appreciative energy fills the air.
Fadi: Chris, it’s really good to have you here today. I’ve thought a lot about how far we’ve come, and I’m grateful for the chance to speak openly with you.
Chris: Thank you, Fadi. It’s meaningful to be here. I’ve watched the arc of this place – from the tough years to where we are now – and I’m proud of what has been accomplished and, honestly, what we’ve learned along the way.
Fadi: When I stepped into this role, I knew there were expectations and a heavy weight from the past. The old pattern left a mark. It wasn’t easy. It required listening, transparency, and a lot of accountability. At times it played a toll on the body. It felt as if I was walking around bruised.
Chris: I remember those early conversations. I wasn’t sure every change would stick, but I also saw your insistence on safeguarding workers’ voices. It wasn’t just about policy on paper; it was about behavior, daily interactions, and respect for every person who crosses our doors. However, there were battles along the way, too. Everything has its purpose. With the right attitude, we can overcome anything.
Fadi: Exactly. We gradually implemented listening sessions, followed by clear commitments: no retaliation for speaking up, open data on pay, and a genuine crisis-response plan that protected staff when something went wrong. It wasn’t glamorous, but it mattered. I spent a lot of time in that HR office. And you too!!
Chris: And you led by example. You modeled what a healthy workplace looks like: accessibility, humility, and accountability. You deal with the challenges, adjust, and move forward. That builds trust, not fear.
Fadi: There were moments when I felt the weight of expectations, especially during the first year – staff resistance to change, budget constraints, and a lack of many years of pricing updates. The biggest challenge was deciphering the agendas and distinguishing between what was real and what wasn’t. In due time, we managed to frame challenges as shared concerns, not personal battles. We created channels where concerns could be raised without intimidation, including bi-monthly Labor Management Committees directed by Union Stewards and TRM staff, as well as anonymous feedback tools such as surveys.
Chris: I saw how you used those channels to surface issues early and resolve them quickly. And you didn’t stop at listening – you translated feedback into tangible changes: healthy work practices, fair wage considerations, and genuine pathways for growth within the cooperative.
Fadi: The union contract re-negotiation in January 2025 was a positive leap forward for TRM employees, as well as creating a better bond between the Union and TRM Management, but we did it with collaboration – HR, Management, and the Union at the table together. We built a union–management partnership that looks out for workers and also helps the operation thrive. I appreciate your efforts and directives in all of this, as well as those of the stewards. A great success indeed.
Chris: That partnership is the heart of the transformation. When we align on shared goals – such as safety, dignity, fair compensation, and career development – the labor-management relationship becomes a competitive advantage, not a battleground.
Fadi: I’m grateful for your guidance, too, Chris. Even though you’re retired, you remain a beacon and a true friend of the heart. You encouraged us to be patient, to celebrate small wins, and to keep the long view: a sustainable, resilient workplace.
Chris: I appreciate that. My hope was always that the cooperative would stand on a foundation where workers feel seen and protected, and leaders feel supported in making principled decisions. I see that foundation here now—strong and growing.
Fadi: We’ve built something that protects people’s wellbeing—physical safety, mental health, work-life balance, and a sense of belonging. I’d love to hear your thoughts on the culture we’ve cultivated from your perspective.
Chris: What I feel – what I’ve observed – is that staff now approach work with a sense of meaning and pride. They know their voices matter. They see a leadership that is transparent, consistent, and fair. And they’re not just surviving their shifts; they’re thriving, because they’re part of a community that cares about them as whole people.
Fadi: That’s a powerful observation. I want to make sure we keep nurturing that culture. What are one or two practices you’d emphasize as crucial to maintaining this?
Chris: Two things stand out. First, continue with transparent accountability—how decisions are made, how funds are used, how goals are measured. Second, maintain ongoing dialogue. Not just quarterly reviews, but regular, honest check-ins that are safe for feedback, both positive and critical. When someone feels heard, commitment deepens.
Fadi: I’m on board with that. We’ve also invested in training, development, and growth. It’s about equipping people at all levels to be stewards of the culture we want.
Chris: Inclusive leadership will keep the door open for new ideas and for those who might be hesitant to speak up. It’s how a healthy workplace stays healthy—through ongoing growth and adaptation.
Fadi: On a personal level, I want to acknowledge how you believed in our mission. Your faith and the accountability you insisted upon reminded me that leadership is service, not control.
Chris: Our cooperative service has honored many people who stood up to contribute their best, even when it was shaky with all that social media uproar.
Fadi: I’m glad I’m here. I’ve learned how to be more resilient. This is a shared journey – every voice matters, and every action contributes to the well-being of the whole. Always grateful for everything.
Chris: Resilience builds trust. A real, positive, and lasting trust.
Fadi: I’ll carry that forward. Thank you, Chris, for your wisdom, your steadiness, and your belief in the people here. And thank you for the reminder that a cooperative works best when respect and accountability walk hand in hand.
Chris: It’s been my honor. If you ever need a reflection partner or a sounding board, you know how to reach me.
Fadi: We’ll keep the door open for conversations like this – checking in, listening deeply, and learning together. Thank you for your legacy, and for helping us shape a future where the common worker truly thrives.
Chris: You’re welcome, Fadi.
“…I shall be telling this with a sigh
Somewhere ages and ages hence:
Two roads diverged in a wood, and I-
I took the one less traveled by,
And that has made all the difference.”
Excerpt from The Road Not Taken by Robert Frost
With sincere gratitude and appreciation,
Fadi Aboush – General Manager
Three Rivers Market
