The General Strike Call for 2028: A New Era for Labor in the U.S.?

Imagine this: It’s May 1, 2028, and across the country, industries grind to a halt. Not just one union, not just one company, but hundreds of thousands of workers across sectors and industries standing together in one of the largest coordinated labor movements the U.S. has ever seen. That’s not some far-off fantasy—it’s the vision that labor leaders are actively working to make a reality today. 

In case you missed it, the United Auto Workers (UAW) kicked off a serious push with their 2023 strike, a bold stand against the Big Three automakers. But what happened next is where things get really interesting. The UAW didn’t stop with carmakers. They put out a challenge to the entire U.S. labor movement: “Align your contracts with ours. Together, we can strike with a force that’s never been seen in the 21st century.” 

And here’s where it gets wild: The UAW is calling for this massive action on May 1, 2028—International Workers’ Day. The plan? Simultaneous contract expirations across industries, across unions, across the country. It’s a big, audacious idea. And it’s gaining traction. 

I know what you’re thinking. A general strike? In the U.S.? In this economy? You might be tempted to roll your eyes, dismissing this as some far-fetched pipe dream that won’t touch your business. But that’s where you’d be wrong. 

This is a strategic, coordinated effort designed to flex labor’s collective muscle across sectors. Union workers today are feeling the pressure of inflation, the blindspots of leadership, and they’re not going to take it anymore. And if unions pull this off, it’ll have a ripple effect on every industry, whether you’re in manufacturing, tech, healthcare, or retail. 

Here’s the bottom line: If your workforce sees other industries fighting for better wages, better conditions, and winning—don’t think for a second they won’t want in on the action. Whether you’re ready for it or not, this kind of movement can disrupt your operations and, more importantly, your bottom line. It’s time to start paying attention. 

And if you think you’re immune because you don’t have union workers, think again. The ripple effects will be profound. The Longshoreman strike last month showed us how fragile our supply chain is. If teachers go on strike, your workers can’t leave their children at home and won’t show up at work. If healthcare workers strike, you can’t get the care you need. One strike can affect many businesses, union or not. 

What happens when unions stop working in silos and start organizing in tandem? Suddenly, they aren’t just asking for a seat at the table—they’re threatening to turn the entire system on its head. This is how the revolution begins. 

Think about it: When the UAW coordinated a strike against all three automakers at once, it wasn’t just a symbolic gesture. It forced the Big Three to negotiate seriously because the entire industry was on the line. Now imagine what happens when teachers, healthcare workers, postal employees, and manufacturing workers across the country stand together. That’s not just a disruption—it’s a seismic shift in power. 

This is where the concept of workplace culture comes into play. I’ve said it before, and I’ll say it again: culture drives results. If you’re a CEO watching this unfold and thinking, "That’s not my problem," you’re missing the point. 

When workers see that other industries are leveraging their collective power, they’re going to start asking questions about their own work environments. Is the company culture here one that values its people? Do we have a voice in this company’s direction? If the answer is no, it’s not just turnover you’ll have to worry about—it’s a full-scale revolt. 

Culture isn’t just about creating a ‘nice’ workplace. It’s about building an environment where people feel empowered, valued, and invested. If you’re not thinking about how your culture aligns with this wave of worker empowerment, you’re behind. And if you think you can just ride this out without addressing it, good luck when your own workforce starts organizing for 2028. 

The next four years are going to fly by, and if this general strike idea continues to gain traction, you’ll need to be ready. This isn’t a time to sit on the sidelines and hope it all blows over. It’s time to get proactive about your workplace culture. 

• Evaluate your labor relationships now: Are you working collaboratively with unions and employee groups, or is the relationship adversarial? The more combative your culture, the more likely you’ll be in the crosshairs when this movement gains momentum. 

• Invest in building a culture of trust and accountability: Employees who feel empowered, respected, and valued are less likely to feel the need to join a strike. That’s not to say they won’t support it ideologically, but a strong culture can prevent your business from becoming collateral damage. 

• Prepare for disruption: Let’s not sugarcoat this—if this general strike happens, it will be disruptive. You need a plan for how to manage the impact, from operational slowdowns to potential PR crises. Get your scenario planning done now! Don’t wait until it’s too late. 

The UAW and other labor leaders aren’t bluffing. This isn’t just some social media hype. It’s a well-organized, well-funded movement that’s aiming to fundamentally shift the balance of power between workers and employers. And if you’re not paying attention now, by the time 2028 rolls around, you’ll be in scramble mode. 

The labor movement is organizing. Are you? 

It’s time to stop thinking of culture as a ‘nice to have’ and start seeing it for what it is: your greatest asset in navigating what’s to come. 

Elsewhere In Culture 

When we look at recent high-profile firings at Meta and EY, it’s clear that a shift is happening in how companies handle minor infractions. These terminations, whether due to misusing meal credits or multitasking during training, signal a new era of strict enforcement over seemingly minor missteps. For leaders, the trend points to a delicate balance between compliance and culture. Companies are likely feeling pressure from both economic constraints and heightened regulatory standards, pushing them toward using these firings as a way to cut costs while avoiding the backlash of formal layoffs. However, what does this approach say to employees? When the consequence for small errors becomes so severe, it risks creating a culture of fear rather than one of accountability. 

This kind of environment, where employees feel they must be on guard constantly, impacts more than just performance. It erodes psychological safety, a critical factor in any healthy workplace culture. Employees who sense they’re constantly under a microscope are less likely to take risks or innovate — the very behaviors companies often encourage to stay competitive. As CEOs, it's essential to consider the long-term cultural consequences of these moves. Does cracking down on minor infractions really protect company values, or does it drive a wedge between leadership and the workforce, potentially harming the collaborative spirit that fuels growth? The message sent matters, and leaders need to ask themselves if their actions align with the culture they aspire to create. 

The strike by the Times Tech Guild at The New York Times sheds light on the growing challenges in balancing employee rights with corporate demands, especially in tech. These 600+ employees, who power the digital backbone of The Times’s operations, are striking not only for fair pay and workplace flexibility but also for crucial job security through a “just cause” termination clause. This isn’t just about higher wages; it’s a call for transparency and trust between management and the very workers who keep The Times running. For leaders, this move speaks volumes about the need to engage with employees proactively, respecting their contributions and addressing their concerns before discontent reaches the picket line. In moments of tension, a company’s culture is tested — and leaders must decide whether to prioritize quick fixes or cultivate lasting trust with their workforce. 

Strikes, especially in high-stakes times like Election Day, underscore the immense power of collective action and the deep-rooted desire for dignity in work. When employees feel unheard or pressured by inflexible return-to-office policies or dismissive negotiation offers, the workplace culture shifts, often toward mistrust. Leaders may view a 2.5% wage increase or a modest remote work allowance as reasonable, but if employees see these measures as dismissive of their worth or contributions, the result is what we’re witnessing now: a united front willing to risk everything for respect. Leaders have to ask themselves whether they’re building cultures where employees feel empowered to voice concerns constructively or, instead, forced to make public statements through walkouts. At its core, culture is built on trust — and when that trust falters, it takes more than policy adjustments to rebuild it. 

Did you catch last week's episode of the Culture Leaders podcast, I had the privilege of sitting down with Josh Bersin in his own living room—the birthplace of the Bersin Academy—for a conversation about the shift from traditional employee engagement to what Josh calls "employee activation." In our discussion, Josh highlighted the need for companies to go beyond surface-level engagement and instead foster an environment where employees are empowered to push for alignment, purpose, and meaningful change. For CEOs, recognizing HR as more than a transactional function is key to transforming culture and unlocking a team’s full potential. If you're a CEO navigating today's dynamic workforce, this conversation is a must-listen—find it on your favorite podcast platform now.