effective leadership

Course description

This course has been designed to help mid-level leaders be successful as they partner and support effective partnering for the benefit of our patients and members.

Path to Performance

N/A

Duration

4 hours

Who should attend

Target attendees are mid-level leaders (in pairs). Each region’s management and local unions will define these leaders. Examples include:  KP mid-level management - director level and above at the medical center or hospital level, union mid-level leadership: stewards, chief stewards, contract specialists and labor liaisons; and UBT sponsors.

Course requirements

Labor Management Partnership Orientation (LMPO)

What happens when things change in your job and you have to rethink what’s always worked in the past?

For me, that moment came two years ago when I moved into a management role. I had spent 24 years as a frontline nurse, union steward and labor partner to hospital administration before my job transition.

Frankly, I wasn’t sure what to expect going in, but having been a steward and a labor partner helped me become a better manager. Kaiser Permanente has given me opportunities to grow as a leader that I don’t believe I would have had elsewhere. Along the way I learned six lessons that I think can help others lead in a collaborative team environment:

• Speak well and connect. As a labor partner, I developed my speaking and presentation skills—skills that most don’t learn in nursing school. My confidence grew with each presentation and I now feel a connection with my colleagues that helps us all gain value from our conversations.
• Give and get respect. As a nurse, I was respected at the bedside by physicians, managers and other nurses. I don’t think I would have been as respected as a manager if I hadn’t been respected at the bedside first. My clinical experience helped give me credibility.
• Understand operations. As a labor partner I learned valuable lessons about hospital operations. That allowed me to build on my experience as a caregiver and begin to see the bigger picture—how things are intertwined and why certain decisions are made.
• Listen and hear. You have to be a great listener and actually hear what people are saying. You have to be able to take things in and think about how to respond. As a steward, I always mulled things over before reacting, and I try to do that still.
• Know your contract. Most union leaders know their contract inside out—certainly I did when I was president of the RN bargaining unit. Managers should, too. The National Agreement gives us many tools that can help both sides stay on track.
• Stay flexible, be practical. Nurses are very solution-oriented. The solution to a problem has to make sense. I learned over the years that different people might get to the same outcome, but there are many ways to approach the problem. You need to be willing to try a different route to get to the solution so that everyone feels they have a voice in the process.

As a labor leader, I learned to believe in people and know that there’s always another side to any story. My staff understands they can come to me any time. And our unit-based team helps us draw on everyone’s knowledge and allows everyone to be heard.

In the end, it wasn’t that hard to make the transition from labor leader to manager. In both roles you have to consider diverse points of view, and sometimes you have to step back and ask, “Does it make sense?” You’re not always popular, but I’m OK with that.

We may not always agree. But there is no “we” or “them,” we are all one—because we always put our patients first.

I have worked at Kaiser Permanente for 33 years, starting as a distribution worker in materials management. Being on the front lines helped me better understand the challenges staff face—and helped me, in my current role, see what it takes to spread and sustain change in a complex organization.

When we launched our first unit-based teams in 2007, I knew they could give our managers and teams a powerful tool for change. But to achieve their full potential, UBTs need the support of leaders at every level. In working with UBTs every day, I have found five practices that can help teams achieve their goals, and have helped me be a more effective leader.

Have patience

I’m not a patient person by nature, and it took a visit to the world-class health care system in Jonkoping, Sweden, for me to see that it takes patience to sustain meaningful change. When you’re solving problems in a team-based workplace, real systemic change takes time. But it also takes hold deeper into the organization.

Really see the work

Spend time with a UBT, or hear teams present their test of change, to understand what they’re working on and how you can support them. There’s no way you can feel the excitement and energy from the team members and not feel proud and motivated by their work.

Spread good work

In Orange County—which has two large hospitals, in Irvine and Anaheim—we expect all teams to continually test and then spread their ideas and successful practices. We call it “One OC” and we talk about it all the time. You’re never going to achieve greatness globally if you don’t spread good work locally.

Provide tools

Early on we formed an Integrated Leaders group of senior labor and management leaders who meet monthly to monitor and assist our 107 UBTs. If a team is struggling, the IL group doesn’t descend on them and try to fix the problem. We provide tools and resources that help the team work through a problem and get results. For instance, we put together a UBT Start-up Toolkit with information on everything from setting up teams to finding training. We’re also looking at toolkits on fishbone diagramming, conducting small tests of change and providing rewards and recognition. And we’re asking how to make it easier for teams to access resources quickly—for instance by identifying go-to people for questions on budgeting, patient satisfaction metrics and so on.

Then, get out of the way

 I have a saying: “Hire great people, give them the coaching and mentoring they need, then get the heck out of their way and let them do what they were hired to do.” I think that works at all levels of the organization, whether or not people are your direct hires. You don’t tell people to make a change or streamline a process without any encouragement or support, but you don’t need to micromanage them either. Delivering great health care is not just a job. It is a calling. Whether you’re a housekeeper preventing infection or a surgeon treating cancer, people’s lives are in our hands. That shared mission drives us to be the best.