Copyright 2008 Copyright 2008 Rigsbee Research Rigsbee Research www.Rigsbee.com www.Rigsbee.com Partnering, Alliances, Relationships, and Partnering, Alliances, Relationships, and Connections Connections By Ed Rigsbee, CSP By Ed Rigsbee, CSP 1746 Calle Yucca, Suite 200 1746 Calle Yucca, Suite 200 Thousand Oaks, CA 91360 Thousand Oaks, CA 91360 800-839-1520 800-839-1520 [email protected][email protected]www.Rigsbee.com www.Rigsbee.com NACM 2008-Anaheim, CA NACM 2008-Anaheim, CA Partnering for Justice, Case Management and Service Excellence Partnering for Justice, Case Management and Service Excellence
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Copyright 2008 Rigsbee Research Partnering, Alliances, Relationships, and Connections By Ed Rigsbee, CSP 1746 Calle Yucca, Suite 200 Thousand.
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Copyright 2008 Copyright 2008 Rigsbee Research Rigsbee Research www.Rigsbee.com www.Rigsbee.com
Partnering, Alliances, Relationships, and Partnering, Alliances, Relationships, and ConnectionsConnections
By Ed Rigsbee, CSPBy Ed Rigsbee, CSP1746 Calle Yucca, Suite 2001746 Calle Yucca, Suite 200
2.2. Three behavioral Three behavioral keyskeys for for collaboration successcollaboration success
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““The ten Core Competency areas in which The ten Core Competency areas in which court managers should have acceptable court managers should have acceptable
levels of knowledge, skill and ability are:”levels of knowledge, skill and ability are:”1.1. Purpose & Responsibilities of CourtsPurpose & Responsibilities of Courts2.2. LeadershipLeadership3.3. Caseflow ManagementCaseflow Management4.4. Information Technology ManagementInformation Technology Management5.5. Court Community CommunicationsCourt Community Communications6.6. Human Resources ManagementHuman Resources Management7.7. Resources, Budget and FinanceResources, Budget and Finance8.8. Education Training & DevelopmentEducation Training & Development9.9. Essential ComponentsEssential Components10.10. Visioning & Strategic PlanningVisioning & Strategic Planning
Source:Source: The Court Administrator, A Manual, NACM The Court Administrator, A Manual, NACM
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Collaborative Network Model for Court Administration
Administrator/Court Clerk Leadership (Connecting Foundation to Structure)
Goal: Effectively Serving the Needs of All Court Stakeholders
Alliance Dev. Area
En
gag
ed
Pu
blic
En
gag
ed L
awyers
En
gag
ed C
ity/Co
un
ty
Alliance Dev. Area
Alliance Dev. Area
Alliance Dev. Area
Alliance Dev. Area
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Immigration, the California Experience, Immigration, the California Experience, and Implications for Other State and Implications for Other State CourtsCourts by Jos by Joséé Octavio Guill Octavio Guilléénn
““Many courts, but especially those located Many courts, but especially those located across the U.S./Mexico boarder, have across the U.S./Mexico boarder, have experienced an increase in the number of experienced an increase in the number of cases involving dual jurisdiction, therefore cases involving dual jurisdiction, therefore prompting both legal systems to prompting both legal systems to collaboratecollaborate and learn about each other’s and learn about each other’s rights, responsibilities, processes, and rights, responsibilities, processes, and limitations.”limitations.”
Source: Source: Future Trends in State Courts 2007Future Trends in State Courts 2007, NCSC, NCSC
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Seven Steps for Alliance Development & Seven Steps for Alliance Development & Implementation: Alliance AlchemyImplementation: Alliance Alchemy
1.1. Monitor Monitor (Determine Reasons and Need)(Determine Reasons and Need)2.2. Educate Educate (Cultural, Operational and Strategic (Cultural, Operational and Strategic
Differences)Differences)3.3. Select Alliance Type Select Alliance Type (Structure)(Structure)4.4. Organize Organize (Select Partner)(Select Partner)5.5. Agreement Agreement (Written is Best)(Written is Best)6.6. Implementation Implementation (Begin Activity)(Begin Activity)7.7. Maintenance Maintenance (Monitor Progress and (Monitor Progress and
Cooperation)Cooperation)
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Step #1 Step #1 Monitor; Determine Reasons Monitor; Determine Reasons and Need and Need for Smart Alliancefor Smart Alliance
• Stakeholder EngagementStakeholder Engagement• Improving the Court ExperienceImproving the Court Experience• Improving Perceptions (Public, Lawyer, Improving Perceptions (Public, Lawyer,
Judge)Judge)• Fulfilling MandatesFulfilling Mandates• Serving Special Needs ConstituenciesServing Special Needs Constituencies• Developing New ProgramsDeveloping New Programs• Improving Court Effectiveness & EfficiencyImproving Court Effectiveness & Efficiency• Doing More with LessDoing More with Less
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• Cultural:Cultural: How compatible are the How compatible are the management teams and cultures?management teams and cultures?
• Strategic:Strategic: How well aligned are the How well aligned are the partners’ objectives?partners’ objectives?
• Operational:Operational: How complementary are the How complementary are the business models?business models?
• Why collaboration is Why collaboration is in the best interestin the best interest of the organization and the persons of the organization and the persons working for the organization…working for the organization…
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• Basic AllianceBasic Alliance (Casually Access Various Opportunities)(Casually Access Various Opportunities)– New Programs Affecting Several StakeholdersNew Programs Affecting Several Stakeholders
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Step #4 Organize:Step #4 Organize: Partner Due DiligencePartner Due Diligence
Alliance, JV, Strategic Sourcing
Agreement
Offering Partner
Accepting Partner
Research: Suppliers,
Stakeholders, Departmental Silos, Internet,
Through SWOT
Alliance Offer
Counter Offer
Research: Suppliers,
Stakeholders, Departmental Silos, Internet,
Through SWOT
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““What Kind of a Partner am I?”What Kind of a Partner am I?”Assign each a 1 to 10 rating and total:Assign each a 1 to 10 rating and total:
Wants to win.Wants to win. Responsible for his/her own success.Responsible for his/her own success. Is an active listener.Is an active listener. Understands and cares about what drives partner’s Understands and cares about what drives partner’s
business.business. Responds well and acts on feedback.Responds well and acts on feedback. Flexible, especially when the unexpected occurs.Flexible, especially when the unexpected occurs. Trustworthy and has integrity.Trustworthy and has integrity. Seeks win-win situations and solutions.Seeks win-win situations and solutions. Understands that Partnering is a relationship of Understands that Partnering is a relationship of
interdependence.interdependence. Great Chemistry!Great Chemistry! Your TotalYour Total (1 to 100) (1 to 100)
www.rigsbee.com/quiz.htmwww.rigsbee.com/quiz.htm
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People do not change People do not change after marriage! What after marriage! What you see is what you you see is what you
get.get.
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• Right to cure variationsRight to cure variations• Term of agreementTerm of agreement• Termination issuesTermination issues• Condition of default issuesCondition of default issues• Post-termination issuesPost-termination issues• Assignment issuesAssignment issues• Warranty & liability issuesWarranty & liability issues• Ways to hedge Ways to hedge
• Be honest about your capabilities!Be honest about your capabilities!
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Lilly Lilly (Pharmaceutical)(Pharmaceutical) Three-Person Alliance Three-Person Alliance Management/Implementation TeamManagement/Implementation Team
• Alliance Champion Alliance Champion – Usually a Usually a senior level executivesenior level executive charged with, among other charged with, among other
activities, to facilitate and ensure communication between activities, to facilitate and ensure communication between Lilly and its alliance partnersLilly and its alliance partners
• Alliance LeaderAlliance Leader– Technical leader, project manager or senior person with Technical leader, project manager or senior person with
intimate knowledge of alliance area of activity; intimate knowledge of alliance area of activity; responsible responsible for day-to-day leadership of the alliancefor day-to-day leadership of the alliance
• Alliance ManagerAlliance Manager– Represents the OAM, the executive’s primary duty is to Represents the OAM, the executive’s primary duty is to
support the alliance leader and support the alliance leader and act as an advocate for the act as an advocate for the alliancealliance (one person is Alliance Manager for several (one person is Alliance Manager for several alliances) alliances)
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• What do you need from this What do you need from this relationship that you are relationship that you are currently not receiving?currently not receiving?
• Have you told your partner(s)?Have you told your partner(s)?
Step #7 MaintenanceStep #7 Maintenance(Monitor Progress and Cooperation)(Monitor Progress and Cooperation)
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Relationship Value UpdatesRelationship Value Updates
• The value I’m getting from the The value I’m getting from the relationship.relationship.
• The Value I think you are The Value I think you are receiving.receiving.
• Improvement StrategiesImprovement Strategies
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Voice of the Alliance at LillyVoice of the Alliance at Lilly
1.1. Operational Fit: CommunicationOperational Fit: Communication
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““It’s more important to be a good partner It’s more important to be a good partner and get things done, than to obsess on and get things done, than to obsess on
BEING RIGHT!”BEING RIGHT!” ––Ed RigsbeeEd Rigsbee
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BehaviorBehavior #2#2Relationship Bank DepositsRelationship Bank Deposits
1.1. Getting Things Done vs. Being RightGetting Things Done vs. Being Right
2.2. Relationship Bank DepositsRelationship Bank Deposits
3 Keys for3 Keys for Turning Relationships Into Turning Relationships Into GoldGold
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• EmotionalEmotional
• PhysicalPhysical–UnrestrictedUnrestricted
–ControlledControlled
–Strings AttachedStrings Attached
Relationship Bank DepositsRelationship Bank Deposits
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Ed’s Relationship Bank DepositsEd’s Relationship Bank Deposits
• Over 75 of Ed’s helpful articles are Over 75 of Ed’s helpful articles are available for download & Reprint at: available for download & Reprint at: www.rigsbee.com/editor.htmwww.rigsbee.com/editor.htm
• You may access four of Ed’s one-You may access four of Ed’s one-hour presentations at: hour presentations at: www.rigsbee.com/selectvideo.htmwww.rigsbee.com/selectvideo.htm
• Sign up for Ed’s Wednesday Sign up for Ed’s Wednesday Effective Executive Letter and Effective Executive Letter and (most)(most) Fridays Article at: Fridays Article at: www.rigsbee.comwww.rigsbee.com
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Perception
““My only reality is My only reality is the conversation I the conversation I have with myself have with myself about you.” about you.” -Ed Rigsbee-Ed Rigsbee
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Partnering with Employees: Visit Partnering with Employees: Visit www.rigsbee.com/morearticles.htm www.rigsbee.com/morearticles.htm and scroll down to the “Employee and scroll down to the “Employee Section” for helpful articles.Section” for helpful articles.
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Three Things I Hope You Learned:Three Things I Hope You Learned:
1. Ideas Are Just Dreams, Without Implementation! 1. Ideas Are Just Dreams, Without Implementation!
2. Business Is About Results, Not Excuses! 2. Business Is About Results, Not Excuses!
3. Yes, You Can Do Better!3. Yes, You Can Do Better!
Please sign up for my Wednesday eZine: Please sign up for my Wednesday eZine: Effective Effective Executive LetterExecutive Letter at www.Rigsbee.com. at www.Rigsbee.com.