Richard Baylor, COO at St. Vincent’s Consulting and former Cerner (now Oracle) executive, and Paul Charnley, Luminary advisor and former NHS CIO of the Year share their insights on building strong EPR vendor-trust relationships. Having explored the crucial topics of early engagement and strategic alignment, Richard and Paul now discuss the importance of effective communication, understanding mutual needs, and balancing expectations versus reality within EPR vendor-trust relationships.
Effective communication – The backbone of EPR vendor-NHS trust
Effective communication is a critical element in managing escalations and understanding mutual needs and expectations within EPR vendor-trust relationships. Richard emphasises the necessity of establishing transparent communication channels early in the relationship.
By transparent communication, he refers to the ability to be open and candid about challenges without fear of reprisal. This level of openness allows both parties to address and resolve complex issues collaboratively, as hiding internal problems or fearing negative consequences can hinder effective problem-solving. Richard underscores that such honesty and openness are crucial for timely resolution and maintaining trust.
Paul complements this perspective by highlighting the role of transparency and proactive problem-solving in building and sustaining trust. He notes that openly acknowledging mistakes and working together to find solutions not only resolves issues more effectively but also strengthens the partnership.
Embracing the principle that “a problem shared is a problem halved,” Paul suggests that joint problem-solving can often lead to innovative solutions that might not emerge from isolated efforts.
Both perspectives agree that clear and open communication fosters resilient, trust-based partnerships, essential for navigating challenges and achieving mutual success.
Balancing expectations and realities
Balancing contracts with strong relationships is key to managing expectations and realities in EPR implementations. Richard advocates for leveraging strong relationships to exceed contractual obligations and enhance client satisfaction.
He argues that when a partnership is cultivated to a high degree, it solidifies the alignment of expectations, leading to high levels of satisfaction and shared objectives for the future. This level of partnership allows for flexibility and adaptation, where strong relationships enable partners to navigate unexpected challenges and innovate collaboratively.
Paul emphasises the importance of managing realistic expectations and balancing accountability with empathy. He believes that prioritising the relationship over rigid adherence to the contract enables partners to maintain trust and effectively navigate complexities.
Paul argues that a strong partnership, characterised by empathy and adaptability, is essential for managing EPR implementations successfully and fostering long-term success.
Both perspectives underscore that a balanced approach, leveraging both contractual frameworks and relationship strength, is crucial for managing EPR implementations and fostering enduring partnerships. Achieving this balance at a high level can transform a vendor-client relationship into a true partnership, aligning expectations and objectives for mutual growth.
Key Takeaways:
- Establish early, open, and honest communication channels to address challenges without fear of reprisal.
- Tackling issues together, rather than in isolation, leads to more effective and innovative solutions.
- Transparency and acknowledging mistakes strengthen trust, which is crucial for long-term partnership success.
- Clear communication and proactive problem-solving are essential for timely resolutions and maintaining strong vendor-Trust relationships
- High-level partnerships solidify the alignment of expectations and future objectives, leading to increased satisfaction and shared goals.
- Realistic expectation management and empathy are essential for maintaining trust and effectively navigating complexities.
Article Series – Building and sustaining EPR vendor-NHS trust partnerships
In this 3-part series, Richard Baylor, COO at St. Vincent’s Consulting and former Cerner (now Oracle) executive, and Paul Charnley, Luminary advisor and former NHS CIO of the Year share their insights on building strong EPR vendor-trust relationships. Read the first article in this series.