In the dynamic and rapidly evolving landscape of the WNBA, the air is thick with anticipation and determination. As the league rides a wave of unprecedented popularity and commercial growth, its players are engaged in a pivotal battle—not on the court, but at the negotiation table. They are pushing for a new Collective Bargaining Agreement (CBA) that they unequivocally describe as “transformational,” one designed to finally align their compensation and working conditions with the league’s skyrocketing success. This isn’t merely a request for more; it’s a demand for equity, a recognition of their foundational role in the WNBA’s rise, and a vision for a future where the athletes themselves are direct beneficiaries of the empire they’ve helped build.

These negotiations are a complex dance, an “intricate tango” as described by WNBA Players Association President, Nneka Ogwumike. For players like Ogwumike, who balance the dual roles of on-court competitor and union leader, the responsibility is immense. It involves the careful compartmentalization of their individual voice as a player, their collective voice as a union member, and their specific responsibilities within the executive committee. Yet, a clear lesson has emerged from past negotiations: “keeping quiet is not always the way to go.” The players have learned that sometimes, speaking truth to power—even publicly—is the most effective catalyst for change.

A prime example of this strategy unfolded during the infamous “bubble” season. Players endured deplorable conditions in a designated laundry room, a “proper shit show” complete with “Florida bugs.” The dilemma was clear: publicly expose the problem and risk making the league “look bad,” or suffer in silence. Alisha Clark chose the former, taking to national television to highlight the issue, complete with pictures. The result? The laundry room was fixed “the next day.” This incident, among others, has cemented the players’ belief that strategic public discourse, when necessary, can drive tangible improvements.

This ethos was demonstrated by Ogwumike herself, following a strong statement from her fellow executive committee member, Napheesa Collier, who publicly called out Commissioner Cathy Engelbert. Ogwumike characterized Collier’s actions as an “exceptional display of that leadership, of speaking truth to power in a way that she can be heard.” While acknowledging the sensitivities of negotiations, Ogwumike emphasized that Collier vocalized “sentiments that the players had been expressing” privately for some time. This public stance, she believes, will “contribute to the transformational change that we’re going to see.”

At the heart of the CBA discussions lies a fundamental financial ask: a salary structure that truly grows with the business. Past CBAs, while offering incremental increases, have historically relied on “set numbers” for salaries and salary caps, rather than a revenue-sharing model. Players were not getting a percentage of the league’s booming revenue; their compensation was a fixed figure. This negotiation aims to rectify that, ensuring players have “skin in the game” and their financial rewards scale with the WNBA’s expanding enterprise.

Ogwumike vividly recalls the last CBA as “the shirt before the shirt,” a foundational agreement that allowed them to “scrap some things out of it, scratch and claw, create a new foundation.” The goal was to “be ready” when the inevitable growth hit, to “capitalize” on the momentum. With that growth undeniably here, this new CBA is the main event, designed to reflect the league’s burgeoning financial health directly in player contracts. The hope and trust that underpinned the last agreement have now become a “reality,” demanding a new deal that acknowledges the state of prosperity.

Beyond the crucial salary discussions, players are advocating for a range of non-financial but equally vital improvements. A key priority is the “standardization of facilities.” The narrative has shifted from dedicated practice facilities being a “competitive advantage” to their absence now being a “competitive disadvantage.” Players are demanding that all teams provide high-quality, dedicated spaces to ensure consistent training and recovery environments across the league.

Furthermore, a significant push is being made for long-term security. Players are seeking “some language that contributes towards a retirement plan,” a crucial benefit that acknowledges the physical toll of professional sports and provides for those who have dedicated their lives to building the WNBA. This reflects a commitment to caring for those who “have literally built this league,” ensuring their well-being extends beyond their playing careers.

Negotiations are inherently challenging, a delicate balance of competing interests where “everyone is not going to get everything that they want.” However, Ogwumike emphasizes that success can be measured if “everyone gets a little bit of what they asked for.” The process often involves going “back to the drawing board” when players feel unrepresented, a necessary step to ensure inclusivity and consensus. As Ogwumike’s sister once advised, and a lesson learned from past negotiations: when you know something is “best” because of your experience and knowledge, “it’s never too late” to push for it.