Your Collaborative Advantage

1. Your Collaborative Advantage By Ed Rigsbee, CSP 3595 Old Conejo Road Thousand Oaks, CA 91320 800-839-1520 Ed@Rigsbee.com www.Rigsbee.com

2. “What Kind of a Partner am I?” Assign each a 1 to 10 rating and total: • Wants to win. • Responsible for his/her own success. • Is an active listener. • Understands and cares about what drives partner’s business. • Responds well and acts on feedback. • Flexible, especially when the unexpected occurs. • Trustworthy and has integrity. • Seeks win-win situations and solutions. • Understands that Partnering is a relationship of interdependence. • Great Chemistry! • Your Total (1 to 100) www.rigsbee.com/quiz.htm

3. Accessing Your Collaborative Advantage: • Meeting Production • Member/Constituent Engagement • Your Career

4. Collaborative Advantage in: • 1. Meeting Production • > Co-branded/concurrent meetings • > Affiliate Programs/Sponsorships • > Alliances to lure client meetings • - City Wide/Multi-Property Venues • - Marketing/Lead Sharing • 2. Member/Constituent Engagement • > Relevance • > ROI • 3. Your Career • > Income • > Seat at Executive Table • > Advancement

5. Your Collaborative Advantage • Seven steps for developing successful collaborations. • Five areas of your organization in which to build collaborative relationships. • Three behavioral keys for collaboration success

6. Seven Steps for Developing Successful Collaborations • Monitor (Determine Reasons and Need) • Educate (Cultural, Operational and Strategic Differences) • Select Alliance Type (Structure) • Organize (Select Partner) • Agreement (Written is Best) • Implementation (Begin Activity) • Maintenance (Monitor Progress and Cooperation)

7. Step #1 Monitor; Determine Reasons and Need for Collaboration • Events • Share Risk • Co-Branding • Cross Promotion • Affinity Programs • Fending off Competition • Distribution • Buying Parity • Research & Technology • Serving National Customer • Increase Service Capabilities

8. Step #2 Educate; Cultural, Operational and Strategic Differences • Cultural: How compatible are the management teams and cultures? • Strategic: How well aligned are the partners’ objectives? • Operational: How complementary are the business models? • Why collaboration is in the best interest of the organization and the persons working for the organization…

9. Step #3 Select Alliance Type/Structure • Joint Venture (New Organization & Identity) • Strategic Alliance (Partners Retain Identities) • Event Co-Branding Relationship (Duo Logos & Names) • Co-Marketing • Basic Alliance(Access Various Opportunities) • Cross Promotion • Strategic Sourcing Relationship • Affiliate and/or Affinity Programs • Strategic Reseller Relationship • Educational Programs, Dealers, Distributors or VARs • Licensing Agreements • Certification

10. Step #4 Organize:Partner Due Diligence Research: Suppliers, Customers, Departmental Silos, Internet All through SWOT Research: Suppliers, Customers, Departmental Silos, Internet All through SWOT Offering Partner Alliance Offer Counter Offer Accepting Partner Alliance, JV, Strategic Sourcing Agreement

11. Legal issues Tax issues Pricing issues Payment structure variations Audit rights Information rights Confidentiality issues Exclusivity variations Performance assurances Remedies Right to cure variations Term of agreement Termination issues Condition of default issues Post-termination issues Assignment issues Warranty & liability issues Ways to hedge commitments Indemnification options & issues Step #5 Agreement

12. Step #6 Implementation • Systems • Measurements • Emotional ownership (champions) • Be honest about your capabilities! Ideas are just dreams without implementation.

13. Lilly Three-Person Alliance Management Team • Alliance Champion • Usually a senior level executive charged with, among other activities, to facilitate and ensure communication between Lilly and its alliance partners • Alliance Leader • Technical leader, project manager or senior person with intimate knowledge of alliance area of activity; responsible for day-to-day leadership of the alliance • Alliance Manager • Represents the OAM, the executive’s primary duty is to support the alliance leader and act as an advocate for the alliance (one person is Alliance Manager for several alliances)

14. Step #7 Maintenance(Monitor Progress and Cooperation) • What do you need from this relationship that you are currently not receiving? • Have you told your partner(s)?

15. Relationship Value Updates • The value I’m getting from the relationship. • The Value I think you are receiving. • Improvement Strategies

16. Operational Fit: Communication Operational Fit: Decision Making Operational Fit: Leadership Operational Fit: Performance Management Operational Fit: Roles Operational Fit: Skills/Competence Operational Fit: Team Coordination Operational Fit: Conflict Management Cultural Fit: Flexibility Cultural Fit: Knowledge Management Cultural Fit: Organizational Values Strategic Fit: Commitment Strategic Fit: Strategy Strategic Fit: Trust/Fairness Voice of the Alliance at Lilly

17. Your Collaborative Advantage Leadership Alliance Strategic Alliances Employee Alliances Trust Supplier Alliances Customer/Member/Stakeholder Alliances

18. Three Behavioral Keys for Developing Your Collaborative Advantage • Getting Things done vs. Being Right • Relationship Bank Deposits • Purposeful Communications

19. 3 Keys for Developing Your Collaborative Advantage Behavior #1 Getting Things Done vs. Being Right

20. “It’s more important to be a good partner and get things done, than to obsess on BEING RIGHT!” –Ed Rigsbee

21. 3 Keys for Developing Your Collaborative Advantage Behavior#2 Relationship Bank Deposits • Getting Things Done vs. Being Right • Relationship Bank Deposits • Purposeful Communications

22. Over 75 of Ed’s helpful articles are available for download & Reprint at: www.rigsbee.com/editor.htm

23. Relationship Bank Deposits • Emotional • Physical • Unrestricted • Controlled • Strings Attached

24. Organization for Member/Constituent Benefit Influence Power Collaborative Adversarial

25. Short term Defensive Seeks to win for self Feels like war Reactive & rigid Long-term Seeks mutual gains Sees others as partners Seeks solutions not blame Open to influence & flexible Adversarial vs. Collaborative Attitudes

26. Perception “My only reality is the conversation I have with myself about you.” -Ed Rigsbee

27. 3 Keys for Developing Your Collaborative Advantage Behavior#3 Purposeful Communications for Overcoming Conflict • Getting Things Done vs. Being Right • Relationship Bank Deposits • Purposeful Communication

28. Recent Rigsbee Research Survey • 28% Communication  • 20% Follow up/Follow through • 17% Changing the behavior of others • 9% Truth, honesty & responsibility • 8% Training issues • 5% Time compression • 5% Customer issues • 4% Conflict in dealing with personalities • 4% Conflicting goals

29. Communicating to Deal with the Relationship Challenges • Hidden Agendas • Trust • Unrealistic Expectations • Poor Communication • Culture Clashes

30. Time’s about up. If you must go, I understand. Planners, if you can stay a bit longer…I’ve got some great member engagement and planner career information that will be valuable to you. Thanks,

31. Meeting Professional Career Acceleration Yes, You Can Do Better!

32. December ‘04/January ’05 Meeting Planner Survey of Association Executives Participants include: association executive directors, other upper level association executives and presidents of association management companies. Some were interviewed by telephone and most responded to an e-mail survey request. • How easily replaceable are meeting planners? • In general, based on your experience, how effective are meeting planners in your opinion? • What is the biggest hurdle for an association meeting planner to overcome in order to move up into the association's executive ranks? • If a seasoned meeting planner were sitting across from you asking what they needed to do in order to move up, what would be your advice to them?

33. Winter ’04-’05 Meeting Planner Survey of Association Executives Question #1. How easily replaceable are meeting planners? 10 means easily replaced. Score: 5.9(from 73 responses)

34. December ‘04/January ’05 Meeting Planner Survey of Association Executives Question #2. In general, based on your experience, how effective are meeting planners in your opinion? 10 means very effective. Score: 7.7(from 73 responses)

35. Question #3. What is the biggest hurdle for an association meeting planner to overcome in order to move up into the association's executive ranks? • Business skills: Budgeting & Financial understanding • Strategic thinking rather than logistical thinking • Seeing the big picture

36. Question #4. If a seasoned meeting planner were sitting across from you asking what they needed to do in order to move up, what would be your advice to them? Answers in Your Report (for the first 33 planners with coupon)

37. Donn Eurich, CAE, CMP & Association Management Company President Suggests: • Get your CAE (Just having a CMP may pigeon-hole you) • Emphasize in your resume the non-education related things that you have done • Get hands-on experience in areas other than meeting planning • Understand finances and demonstrate your accounting knowledge (especially a profit & loss statement)

38. For Member EngagementDo the Member Value Process • Member ROI • Member Retention • Member Recruitment Pass Your Card Forward to Win a DVD

39. NADCA Member Value • Web Referrals - $2000 • Sets industry standards $2000 • Access to products at Tradeshow $1000 • Opportunity to bid on jobs that require to clean to NADCA standards, including Value with certification $20000 • Referrals from hardware store partners $1000 • Education $500 • Networking $5000 • Magazine $50 • Legitimizes & creates prestige & Confidence & professionalism $5000 • Uncle Sam pays for part of vacation $500 • Consumer education via website $1000 • Legislative issues $5000 • NADCA marketing materials, including NADCA standards to help educate clients $1500 • Business management issues $1000 • Interface with other industry related associations $5000 • Membership cost $3,000 • Member value $50,550

40. Average* Specific Value from Associations • Training & Education • Range: $500 to $4,000 • Average: $1,857 • Industry Specific Research, Regulatory & Code • Range: $1,000 to $4,750 • Average: $2,596 • Networking • Range: $200 to $10,000 • Average: $4,029 • Professional Recognition, Image & Credibility • Range: $200 to $5,000 • Average: $1,507 * Information averaged in 2006 www.rigsbee.com/association.htm

41. ASQ Value Item 2005-1 2005-2 2006-1 2006-2 2007-1 2007-2 Average/# Recognized Certification 3000 1000 5000 1000 3000 2500 $2,583/6 Networking 2500 500 1000 2500 500 100 $1,183/6 Training 100 250 2500 2500 500 500 $1,058/6 Sections 500 500 1000 2500 250 1500 $1,042/6 Opportunities for Involvement & Leadership 1000 100 500 Included in Section 200 2500 $860/5 Credibility with Customers Not rated 250 100 0 750 250 $600/5 Divisions/Forums 500 Not rated 500 50 500 750 $460/5 Total ASQ Member Value Determined 8100 5150 14919 13550 9750 11550 $10,503/6 ASQ Three-Year Member Value www.rigsbee.com/association.htm

42. ASQ Member ROI Rounded off, members get $50 dollars in return for every $1 invested in ASQ membership. A grand total of $63,019, divided by the six sessions, equals $10,503 average yearly sustainable real dollar value that ASQ members receive. Divide the $10,503 yearly member value by the $200 yearly membership investment and you get 53 times the ROI. www.rigsbee.com/association.htm

43. Ideas Are Just Dreams, Without Implementation!   Business Is About Results, Not Excuses!   Yes, You Can Do Better!

44. Review… Your Collaborative Advantage • 7 steps for developing successful collaborations. • 5 areas of your organization in which to build collaborative relationships. • 3 behavioral keys for collaboration success

45. Review… 7 Steps for Developing Successful Collaborations • Monitor • Educate • Select Alliance Type • Organize • Agreement • Implementation • Maintenance

46. Review… 5 Areas in Your Organization to Build Collaborative Relationships • Leadership • Employees/Staff • Customers/Members • Suppliers • External Alliances 

47. Review… 3 Behavioral Keys for Developing Your Collaborative Advantage • Getting Things done vs. Being Right • Relationship Bank Deposits • Purposeful Communications

48. To Book Ed Rigsbee, CSP for your next meeting, please call 800-839-1520, email to: Ed@Rigsbee.com or visit: www.Rigsbee.com