Partnering, Alliances, Relationships, and Connections

1. NACM 2008-Anaheim, CA Partnering for Justice, Case Management and Service Excellence Partnering, Alliances, Relationships, and Connections By Ed Rigsbee, CSP 1746 Calle Yucca, Suite 200 Thousand Oaks, CA 91360 800-839-1520 Ed@Rigsbee.com www.Rigsbee.com

2. Alliance Alchemy; Turning Relationships Into Gold • Seven steps for developing successful collaborations. • Three behavioral keys for collaboration success

3. “The ten Core Competency areas in which court managers should have acceptable levels of knowledge, skill and ability are:” • Purpose & Responsibilities of Courts • Leadership • Caseflow Management • Information Technology Management • Court Community Communications • Human Resources Management • Resources, Budget and Finance • Education Training & Development • Essential Components • Visioning & Strategic Planning Source: The Court Administrator, A Manual, NACM

4. Collaborative Network Model for Court Administration Goal: Effectively Serving the Needs of All Court Stakeholders Alliance Dev. Area Alliance Dev. Area Alliance Dev. Area Engaged Public Engaged Staff Engaged Judges Engaged Lawyers Engaged Suppliers Engaged City/County Alliance Dev. Area Alliance Dev. Area Administrator/Court Clerk Leadership (Connecting Foundation to Structure) Rocks = Global Politics Moisture = Supreme Courts Organic Matter = Changing Legislation Grain = New Technologies Communication Respect Reputation Trust Mentoring Soil = Economy & Social Environment; frequently unstable, unpredictable & changing

5. Immigration, the California Experience, and Implications for Other State Courts by José Octavio Guillén “Many courts, but especially those located across the U.S./Mexico boarder, have experienced an increase in the number of cases involving dual jurisdiction, therefore prompting both legal systems to collaborate and learn about each other’s rights, responsibilities, processes, and limitations.” Source: Future Trends in State Courts 2007, NCSC

6. Seven Steps for Alliance Development & Implementation: Alliance Alchemy • 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 Smart Alliance • Stakeholder Engagement • Improving the Court Experience • Improving Perceptions (Public, Lawyer, Judge) • Fulfilling Mandates • Serving Special Needs Constituencies • Developing New Programs • Improving Court Effectiveness & Efficiency • Doing More with Less

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 • Basic Alliance(Casually Access Various Opportunities) • New Programs Affecting Several Stakeholders • Strategic Alliance (Partners Retain Identities) • Co-Branding Relationship (Duo Logos & Names) • Strategic Sourcing Relationship • Vendors/Suppliers • Joint Venture (New Organization & Identity) • Strategic Reseller Relationship • Educational Programs, Dealers, Distributors or VARs • Licensing Agreements • Certification

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

11. “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

12. People do not change after marriage! What you see is what you get.

13. Understand Alliance Buying/Acceptance Motives • Profits or Gain • Fear of Loss • Comforts and Pleasure • Avoidance of Pain • Loving and Affection • Pride and Prestige

14. 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/MOU

15. Step #6 Implementation • Systems • Measurements • Emotional ownership (champions) • Be honest about your capabilities!

16. Lilly (Pharmaceutical) Three-Person Alliance Management/Implementation 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)

17. 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)?

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

19. 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

20. Alliance Tool Usage Europe vs. USA Source: ASAP’s Second State of Alliance Management Study 2007

21. Three Behavioral Keys for Turning Relationships Into Gold • Getting Things done vs. Being Right • Relationship Bank Deposits • Purposeful Communications

22. 3 Keys forTurning Relationships Into Gold Behavior #1 Getting Things Done vs. Being Right • Getting Things Done vs. Being Right • Relationship Bank Deposits • Purposeful Communications

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

24. 3 Keys forTurning Relationships Into Gold Behavior#2 Relationship Bank Deposits • Getting Things Done vs. Being Right • Relationship Bank Deposits • Purposeful Communications

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

26. Ed’s Relationship Bank Deposits • Over 75 of Ed’s helpful articles are available for download & Reprint at: www.rigsbee.com/editor.htm • You may access four of Ed’s one-hour presentations at: www.rigsbee.com/selectvideo.htm • Sign up for Ed’s Wednesday Effective Executive Letter and (most) Fridays Article at: www.rigsbee.com

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

28. Partnering with Employees: Visit www.rigsbee.com/morearticles.htm and scroll down to the “Employee Section” for helpful articles.

29. 3 Keys forTurning Relationships Into Gold Behavior#3 Purposeful Communications for Overcoming Conflict • Getting Things Done vs. Being Right • Relationship Bank Deposits • Purposeful Communication

30. 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

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

32. Three Things I Hope You Learned: 1. Ideas Are Just Dreams, Without Implementation!  2. Business Is About Results, Not Excuses!  3. Yes, You Can Do Better! Please sign up for my Wednesday eZine: Effective Executive Letter at www.Rigsbee.com.