partnering, alliances, relationships, and connections

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

Thousand Oaks, CA 91360Thousand Oaks, CA 91360

800-839-1520800-839-1520

[email protected]@Rigsbee.com

www.Rigsbee.comwww.Rigsbee.com

NACM 2008-Anaheim, CANACM 2008-Anaheim, CA

Partnering for Justice, Case Management and Service Partnering for Justice, Case Management and Service ExcellenceExcellence


Alliance Alchemy; Alliance Alchemy; Turning Relationships Into Turning Relationships Into

GoldGold1.1. Seven Seven stepssteps for developing for developing

successful collaborations.successful collaborations.

2.2. Three behavioral Three behavioral keyskeys for for collaboration successcollaboration success


““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


Collaborative Network Model for Court Administration

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Soil = Economy & Social Environment; frequently unstable, unpredictable & changing

Organic Matter =

Changing

LegislationRocks =

Global

PoliticsMoisture =

Supreme

CourtsGrain = New

Technologies

Administrator/Court Clerk Leadership (Connecting Foundation to Structure)

Goal: Effectively Serving the Needs of All Court Stakeholders

Alliance Dev. Area

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Alliance Dev. Area

Alliance Dev. Area

Alliance Dev. Area

Alliance Dev. Area


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


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)


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


Step #2 Educate; Cultural, Operational Step #2 Educate; Cultural, Operational and Strategic Differencesand Strategic Differences

• 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…


• Basic AllianceBasic Alliance (Casually Access Various Opportunities)(Casually Access Various Opportunities)– New Programs Affecting Several StakeholdersNew Programs Affecting Several Stakeholders

• Strategic Alliance Strategic Alliance (Partners Retain Identities)(Partners Retain Identities)– Co-Branding Relationship Co-Branding Relationship (Duo Logos & Names)(Duo Logos & Names)

• Strategic Sourcing RelationshipStrategic Sourcing Relationship– Vendors/SuppliersVendors/Suppliers

• Joint Venture Joint Venture (New Organization & Identity)(New Organization & Identity)

• Strategic Reseller RelationshipStrategic Reseller Relationship– Educational Programs, Dealers, Distributors or VARsEducational Programs, Dealers, Distributors or VARs

• Licensing AgreementsLicensing Agreements– CertificationCertification

Step #3 Select Alliance Type/StructureStep #3 Select Alliance Type/Structure


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


““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


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.


Understand Alliance Understand Alliance Buying/Acceptance MotivesBuying/Acceptance Motives

1.1. Profits or GainProfits or Gain

2.2. Fear of LossFear of Loss

3.3. Comforts and PleasureComforts and Pleasure

4.4. Avoidance of PainAvoidance of Pain

5.5. Loving and Affection Loving and Affection

6.6. Pride and PrestigePride and Prestige


Step #5 Agreement/MOUStep #5 Agreement/MOU

• Legal issuesLegal issues• Tax issuesTax issues• Pricing issuesPricing issues• Payment structure Payment structure

variationsvariations• Audit rightsAudit rights• Information rightsInformation rights• Confidentiality issuesConfidentiality issues• Exclusivity variationsExclusivity variations• Performance Performance

assurancesassurances• RemediesRemedies

• 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

commitmentscommitments• Indemnification options & Indemnification options &

issuesissues


Step #6 ImplementationStep #6 Implementation

• SystemsSystems

• MeasurementsMeasurements

• Emotional ownership (champions)Emotional ownership (champions)

• Be honest about your capabilities!Be honest about your capabilities!


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)


• 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)


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


Voice of the Alliance at LillyVoice of the Alliance at Lilly

1.1. Operational Fit: CommunicationOperational Fit: Communication

2.2. Operational Fit: Decision Operational Fit: Decision MakingMaking

3.3. Operational Fit: LeadershipOperational Fit: Leadership

4.4. Operational Fit: Performance Operational Fit: Performance ManagementManagement

5.5. Operational Fit: RolesOperational Fit: Roles

6.6. Operational Fit: Operational Fit: Skills/CompetenceSkills/Competence

7.7. Operational Fit: Team Operational Fit: Team CoordinationCoordination

8.8. Operational Fit: Conflict Operational Fit: Conflict ManagementManagement

9.9. Cultural Fit: FlexibilityCultural Fit: Flexibility

10.10. Cultural Fit: Knowledge Cultural Fit: Knowledge ManagementManagement

11.11. Cultural Fit: Organizational Cultural Fit: Organizational ValuesValues

12.12. Strategic Fit: CommitmentStrategic Fit: Commitment

13.13. Strategic Fit: StrategyStrategic Fit: Strategy

14.14. Strategic Fit: Trust/FairnessStrategic Fit: Trust/Fairness


Alliance Tool Usage Europe vs. USAAlliance Tool Usage Europe vs. USA

Source: ASAP’s Second State of Alliance Management Study 2007Source: ASAP’s Second State of Alliance Management Study 2007

ToolsTools EuropeEurope USAUSA

Best alliance practicesBest alliance practices 80%80% 68%68%

Alliance databaseAlliance database 55%55% 60%60%

Alliance handbookAlliance handbook 33%33% 40%40%

Alliance management is part of the management development programAlliance management is part of the management development program 29%29% 36%36%

Alliance metricsAlliance metrics 61%61% 74%74%

Competency framework for alliance manager existsCompetency framework for alliance manager exists 41%41% 41%41%

Cross-alliance evaluationCross-alliance evaluation 53%53% 48%48%

Culture programCulture program 33%33% 26%26%

External alliance trainingExternal alliance training 32%32% 47%47%

In-house alliance trainingIn-house alliance training 51%51% 48%48%

Individual evaluationIndividual evaluation 82%82% 81%81%

IntranetIntranet 71%71% 73%73%

Joint business planningJoint business planning 80%80% 84%84%

Joint evaluationJoint evaluation 75%75% 74%74%

Partner portalPartner portal 60%60% 68%68%

Partner programsPartner programs 69%69% 77%77%

Standard partner selection approachStandard partner selection approach 67%67% 67%67%


1.1. Getting Things done vs. Being RightGetting Things done vs. Being Right

2.2. Relationship Bank DepositsRelationship Bank Deposits

3.3. Purposeful CommunicationsPurposeful Communications

Three Behavioral Keys for Three Behavioral Keys for Turning Relationships Into Turning Relationships Into

GoldGold


Behavior #1Behavior #1

3 Keys for3 Keys for Turning Relationships Into Turning Relationships Into GoldGold

Getting Things Done vs. Being RightGetting Things Done vs. Being Right

1.1. Getting Things Done vs. Being RightGetting Things Done vs. Being Right




““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


BehaviorBehavior #2#2Relationship Bank DepositsRelationship Bank Deposits






• EmotionalEmotional

• PhysicalPhysical–UnrestrictedUnrestricted

–ControlledControlled

–Strings AttachedStrings Attached

Relationship Bank DepositsRelationship Bank Deposits


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


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


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.


BehaviorBehavior #3#3Purposeful Communications Purposeful Communications

for Overcoming Conflictfor Overcoming Conflict



3.3. Purposeful CommunicationPurposeful Communication



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


Communicating to Deal with Communicating to Deal with the Relationship Challengesthe Relationship Challenges

• Hidden AgendasHidden Agendas

• TrustTrust

• Unrealistic ExpectationsUnrealistic Expectations

• Poor CommunicationPoor Communication

• Culture ClashesCulture Clashes


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.

partnering, alliances, relationships, and connections

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