Vineet Nayar is famous for what he stood for: “employees first, customers second”. He became CEO of HCL technologies and transformed its fortunes. He believed passionately that the firm itself did not add value to customers, but its employees did. The role of the firm was to build trust with its employees and empower them to make the changes that might at first sight appear impossible.

He was transparent about information and about the firm’s weaknesses with his employees in ways most companies would never dream of. He did this to build trust between the leadership of the firm and those who worked there. The firm was not telling its employees the answers, it was being honest about the challenges of the current situation, and enthusing, encouraging and enabling the employees to make a difference to it.

There is a 10 minute YouTube interview with Vineet about “employee first, customer second”. It is well worth a watch. I think it is entirely relevant to federation’s thinking about their role and the mandate they have from practices. What do federations stand for? Is it “practices first, patients second”?   Is the role of federations to transform patient outcomes directly, or to enthuse, encourage and enable practices to work together and do this themselves?

Federations need to stand for something. To be the “voice” of general practice in the new world of integrated care, federations need a mandate from their practices. To gain that, they need to be clear what it is they are articulating on behalf of their practices. They cannot claim to be the voice of general practice without agreeing with practices what it is they are going to say on their behalf.

They will need some form of agreed vision/strategy with their practices. This will be some version of:

• A strong and vibrant general practice with the registered list as the foundation of local healthcare delivery
• Service delivery tailored to naturally occurring local populations of c50,000
• Integrated primary and community care teams at a locality level
• The removal of barriers between primary and secondary care, between health and social care, and between physical and mental health
• A greater focus on health and prevention

You will have your own version of this. Whatever it is, the important part is that it is developed with the practices, not for them. But turning this into a mandate involves not only agreeing the what, but also the how – how will any agreements that are made actually be delivered? The lesson from Vineet Nayar is that it is not only ok for federations to stand for empowering, enabling and supporting general practice, it is what is needed because it is practices not federations that will make a difference to patient care. Federations are not around the table to get more for themselves; they are there to ensure practices get what they need to deliver change locally.

The important conversation with practices is to agree the nature of this relationship. The federation will use its “voice” to get the resources, the support, the infrastructure, the tools and whatever else practices need to make changes locally. But it is the practices that will make change happen. Change is done by the practices not to the practices. Ultimately, it is a two-way agreement, each side with its own part to play.

This is how federations can create a powerful mandate from practices, one where what they agree turns into action. This mandate is based on trust, the hard won and easily lost trust federations build with their practices. Without this mandate, even though it might be at the table, the federation does not really have a voice.