LABOR: Head Trucker’s Breakdown

For its president, the American Trucking Associations likes to pick a trucker whose business is a model in the trade. Last year it picked a trucker who seemed to fit all the qualifications: Birmingham’s John B. Cole Jr., 44. A onetime freight-commission salesman, Jack Cole bought his first truck 20 years ago, built up a fleet of 195 diesel tractors and 285 trailers, a staff of 400 drivers, mechanics and clerks, and a ten-city chain of terminals. But last week Cole’s business was anything but a model. In a pay dispute with his drivers, his $6,000,000-a-year business was closed.

A month ago, Cole called into Birmingham his drivers and the officers of their A.F.L. Teamsters Union local, explained that he either had to cut expenses or shut down. The drivers agreed to help by giving up their nonproductive pay (e.g., pay and expenses for hotel rooms, meals, taxis, etc., that drivers get when they break down on the road or are waiting for a load). Cole estimated this at 20% of his payroll. Shortly after, his drivers changed their minds, refused to give up their nonproductive pay, and struck. Later the union offered to permit its members to lend 20% of their wages for six months, but Cole replied: “We don’t need to borrow money; we need to make it.”

Union Business Agent M. R. Sherman denied that the drivers were forcing Cole out of business, said nonproductive pay was only 10% of drivers’ wages, and that other trucking firms were paying it. Said Sherman: “The answer is bad management, that’s all. Cole is out over the country making speeches and hasn’t tended to his business.”