Kaiser Permanente Ohio’s decision to open five new clinics this year was a good thing for our members. But it meant the possibility of big scheduling changes, and 50,000 more miles a year of driving, for our team, and challenged us to provide the same level of courier services with modest additional resources.

It was also a chance to test our partnership by working together—and along the way I learned lessons firsthand that they don’t teach in business school.

The road to partnership

I didn’t always subscribe to the partnership philosophy. When I started in my position five years ago, I basically emulated my manager at the time, whose style was, “Here it is; do it.” I came in and redesigned all the routes, got rid of redundancies and cut the number of miles driven by 20 percent. There was a definite perception among staff of, “We’ll do it, but…” The reception was not positive.

Then I returned to school for my MBA. My eyes really opened to partnership when I saw that Kaiser Permanente was doing the same things I was reading about in my textbooks. When you’re in one company for a long time and you’re in your bubble, it’s easy to think, “Oh, what are they coming up with now?” But then you see that KP is learning from and setting the pace for U.S. businesses and bringing people with different points of view into decision making.

It’s important for people, whatever their role, to seek out best practices, appreciate what is different about Kaiser Permanente and look for ways to be even better.

Bumps along the route

Of course, partnership isn’t perfect.

For me, the biggest challenge has been creating a dialogue between staff members and myself. Some employees are accustomed to having things told to them and just reacting to that, so getting input and building trust can be difficult. And some managers are accustomed just to doing the telling. But there have been a few things that have helped me open the lines of communication:

• Lighten the mood with food. I try to find a reason to hold pot lucks, like if attendance improved. Food is a remarkable mood elevator and motivator for people.
• Personalize relationships. I try to really get to know my staff, talk and show an interest in them and their families—something beyond just the task at hand.
• Be inclusive. Encourage people to share ideas and input on procedures or work flow. Include them in any process-mapping or workflow design.
• Have difficult conversations. If a worker is unhappy with a decision or if you, as a manager, are unhappy with an employee, don’t just leave it unaddressed. Try to explain the issue or decision and why it was made. That can break down barriers by creating mutual understanding.

 Mapping joint solutions 

When it came time to create courier routes to include the five new clinics, I sat down with our most senior courier and UBT co-lead, William Kelly, and another courier, Doug Sexton, both of OPEIU Local 17, to brainstorm new routes. We also chatted one on one with each staff member to make sure everyone had an opportunity for input.

Based on the feedback, the three of us drafted new routes and shifts. We worked together to make the routes efficient, even though it meant a 20 percent annual increase in miles covered, without upsetting employees’ work-life balance too much. So far we’ve absorbed three of the clinics, which opened in mid-November, with flying colors.

Delivering on partnership

From a management perspective, there is a cost attached to partnership. It requires more time, which is more expensive. Whereas previously it might take 20 minutes to communicate a top-down decision, garnering input from employees requires time.

But the investment is worth the return. By working together to come up with the solutions, the couriers feel more invested in and happier with the outcome.

From my perspective, it’s taken the load off me of trying to come up with the solution myself. I’ve become more relaxed knowing I don’t have to do it all on my own. I go home happier and I think other people go home happier. And happier employees means you get better results for our members and patients.