Effective Leadership Practices

1. Effective Leadership Practices Date(s) Educational Program or Sponsor Faculty 2.5 Day Toolbox NACM Leadership Core Competency Fundamentals

2. Leader Expectations Exercise • What do you expect from your leaders?

3. Leadership: Isn’t Only… • Position and place • Skills and systems • Tools and techniques

4. Leadership: It Is Also… • You being you • Practicing what you preach • Doing what you say you will do • “Finding your voice”

5. Defining Leadership • An influence relationship among leaders and followers who intend real changes that reflect their mutual purposes. • (Joseph Rost, Leadership for the Twenty First Century). • When one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality. • (James MacGregor Burns, Leadership).

6. The Tough Thing About Leadership • Part “Do”, Part “Be” • Managers do things right. Leaders do the right thing. • What is the “right thing” to do? Sez who? • Building trust

7. Ten Leadership Responsibilities • Help interpret the meaning of events • Create alignment of objectives, strategies and people • Build task commitment and optimism about success • Build mutual trust and cooperation • Strengthen collective identity • Organize and coordinate activities • Encourage and facilitate collective learning • Obtain external support and resources • Develop and empower people to be leaders • Promote social justice and morality

8. NACM Leadership Competencies • Be credible in action • Create focus through vision and purpose • Manage interdependencies: Work beyond the boundaries • Create a high performance environment • Do skillful and continual diagnosis

9. Being Credible in Action

10. Credibility? • 64 percent said they don’t believe what management says • 50 percent said they aren’t informed about the organization’s plans

11. Credibility Quiz • What is your greatest strength? • What is your greatest weakness? • What actions can you take to build on your strengths? • What actions can you take to do “damage control” on your weaknesses?

12. Decisions and actions consistent, communicate personal values Honest and timely response Know their jobs, meet face-to-face Decide by building consensus Foster communication and community Credibility

13. Credibility (Continued) • Provide opportunities to grow and learn • People make their own decisions • Hold self to same standards, set positive example • Give people credit • Solve problems and foster success

14. Being Credible in Action • Model the Way (Walk Your Talk) • Actions Speak Louder Than Words • Credibility Leads to Trust • Trust is “the Lubricant of All Organizations” - Warren Bennis

15. Ethics: A Key to Credibility • Managers do things right. Leaders do the right thing. • Warren Bennis • What’s the right thing? • Weigh the pragmatic in the clarifying light of the moral. • Max DePree, Former President, Herman Miller

16. Creating Focus Through Vision and Purpose

17. Vision • Put it before them briefly so they will read it, clearly so they will appreciate it, picturesquely so they will remember it and, above all, accurately so they will be guided by its light. • Joseph Pulitzer

18. Vision Test • A realistic, credible, attractive future • A future that is better, more successful, or more desirable than the present • A desirable destination • An idea so energizing that it, in effect, jump starts the future by calling forth the skills, talents and resources to make it happen

19. A Common Vision for Court Performance • Access to Justice • Expedition and Timeliness • Equality, Fairness and Integrity • Independence and Accountability • Public Trust and Confidence

20. Purpose and Court Performance • Individual Justice in Individual Cases • Appearance of Justice in Individual Cases • Provision of a Forum for Resolving Legal Disputes • Protection of Individuals from Arbitrary Use of Government Power • A Formal Record of Legal Status • Deter Criminal Behavior • Rehabilitate Persons Convicted of Crime • Separate Some Convicted People from Society

21. Purpose and Court Performance(Continued) • Preserve order in society • Reconcile relationships • Protect those who cannot protect themselves

22. The Vision Thing • Is the vision statement you prepared: • Implementable? • Inspirational? • Likely to garner widespread acceptance?

23. Strategic Leadership • Purpose • Priorities • Capacity • Context • Action • Alignment

24. Three Key Questions • Where are we now? • Where do we go? • How do we get there? • The difference between being an entourage in an activity trap and an organization with a focus.

25. Putting Purpose in Their Work • What specific actions can the court leader take to help employees put purpose in their work?

26. The Essence of It All • Focus on Contribution

27. Beyond the Boundaries: Managing Interdependencies

28. “There are no results within the walls of an organization.”- Peter Drucker

29. Answering the “Cassidy Question” • Who are those guys? • Who are the people, which are the institutions with whom the court has interdependencies? • What do they need from you? • What do you need from them?

30. What They’re Telling Us • 35 percent feel the justice system works and people get the justice they deserve • 62 percent disagree • Opinion Research Corporation, 1997

31. More of What They’re Telling Us • 80 percent- Cases are not resolved in a timely manner • Over 50 percent- Judges do not give adequate time and attention to each individual case • Over 50 percent- Courts do not make sure their orders are enforced • 40 percent- Court rulings are not understood by the people involved in case • 40 percent- Courts are not in touch with their communities

32. What the Public Wants • Responsiveness • Recovery • Spontaneity • Concern

33. Public Sector Customer Wants(In Order of Importance) • Information and communication • Responsiveness • Problem resolution • On-time, reliable, consistent service delivery • Competent personnel • Accuracy • Courteous and friendly service

34. Improving External Relationships • Partnership • Interdependence • Integration • Shared Knowledge • Common systems and Procedures • Trust

35. How Are We Doing? • Where are your greatest external relationship strengths? • How are you accomplishing this? • How were those relationships created? • Who had to be involved to make it work?

36. Fostering Collaboration • Welcome differences • Listen with understanding • Be empathetic • Identify parameters, procedures, ground rules • Create vehicles for communication • Facilitate problem solving • Deal with “here and now” • Emphasize “better/worse” rather than “good/bad”

37. Leadership Beyond the Boundaries • Work on Relationships • Begin With Inquiry • Listen • Understand Interdependencies • Anticipate Needs • Manage Expectations • Keep Up the Dialogue

38. Creating a High Performance Work Environment

39. Exercising Influence • Beyond Organization Structure and Formal Authority • Power in Your Position, or, • Power in Your Person, or, • Both?

40. Examining Court Performance • The Court Performance Inventory • Measures Your Perception of How Well the Court Is Doing At Achieving….. • Access to justice • Expedition and timeliness • Equality, Fairness and Integrity • Independence and Accountability • Public trust and confidence

41. Reasons Why People Don’t Do What You Want • They don’t know what you want them to do • They think something else is more important • They don’t know what “finished” looks like • They don’t have the resources • They don’t want to

42. People will do what you want if they… • Are capable • Have well defined jobs • Know what is expected of them • Have the knowledge and skills to perform • Have adequate tools • Receive feedback on performance • Perceive rewards for performing as desired • See purpose in their work

43. People will ask… • Can I do it? • If I do it, will it be worth it? • Will I be treated fairly?

44. Assumptions of the World’s Best Leaders • Each person’s talents are enduring and unique • Each person’s greatest room for growth is in areas of his or her greatest strength

45. Great Leaders • Look for talent in every role • Focus people’s performance on outcomes rather than force them into a stylistic mold • Treat each employee differently • Spend most of their time with their best people • The Gallup Organization

46. Doing Skillful and Continual Diagnosis

47. Effective Diagnosis • Purpose • Know what you are doing and why • People • People don’t fear change. They fear loss. • Process • Eighty percent of your people problems are systems problems.

48. Diagnostic Necessities • Organization • Vision, Mission, Goals, Objectives • Feedback Beyond the Boundaries • Process • All value-added • Continuous Improvement • Group • Focus on contribution • Effective teams • Individual • Focus on contribution • Performance management • Key conversations

49. The Need for Metrics • The things that get measured get done. • If you can’t measure it, you can’t manage it. • Inside and outside. • Leaders anticipate. • Not only, “How did we do?”, but… • “How are we going to do?” • A Balanced Scorecard will help.

50. The Leader as Diagnostician