Credibility Through Vision

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Credibility Through Vision

• NACM, 2006

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The Bottom Line

• If a service does not possess a well defined
  strategic concept, the public and political
  leaders will be confused as to the role of the
  service, uncertain as to the necessity of its
  existence, and apathetic or hostile to the claims
  made by the service upon the resources of
  society.
• Samuel P. Huntington, U.S. Marine Corps
  Strategic Concept

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WII-FM

• If,
• We dont manage strategically
• Then,
• We dont serve our clientele or use our resources
  as effectively as we can
• Therefore,
• We cant make a case for ourselves
• We lose our support
• So,
• We dont get the resources we need
• And,
• Our jobs get tougher
• Judicial independence suffers, and
• We dont get paid very well

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Visionary Organizations

• Visionaries
• 1 investment in1926, 6,356 in 1990
• Revenue Growth 4
• Job Creation 7
• Stock Price 12
• Profit Performance 750 Higher
• Mission StatementROE

• Comparison Group
• 1 investment in 1926, 955 in 1990
• Revenue Growth 1
• Job Creation 1
• Stock Price 1
• No Mission Statement ROE 7.9

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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

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What Does This Mean in NACMspeak?

• Understand Purposes of Courts
• Work With Others to Create Clear Vision
• Take Actions That Reflect Strategic Intent
• Think In the Long-Term, Anticipate Needs
• Create Priorities, Concentrate Resources
• Communicate With and Motivate Everyone

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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

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The Vision Test

• Keep it simple.
• Can you explain it to yourself?
• Can you explain it to your kids?
• Say it while standing on one leg?
• Trial Court Performance Standards to the rescue!

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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.

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The Strategic Six

• What is the court here to do?
• How does your role contribute to what the court
  is here to do?
• What should we be held accountable for?
• What should you be held accountable for?
• What are the major hindrances to getting your job
  done?
• What do you need for you to do your job better?

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Essence of It All

• Focus on Contribution
• Walk Your Talk
• This Is Where Credibility Begins

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What This Means in NACMspeak

• Consistent decisions and actions
• Accessible with honest, timely responses
• Routinely communicate codes of ethics
• Provide learning and growth opportunities
• Hold self to same standards as others
• Practice what you preach

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Management Revolution?

• Total quality management 21 percent
• Empowerment 16 percent
• Self managing work teams 14 percent
• Job rotation 13 percent
• Peer review/evaluation 11 percent
• Quality circles 5 percent
• Nothing 58 percent
• Only one 21 percent
• (Bureau of Labor Statistics, 1993 survey of 5,987
  firms.)

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What Does This Mean For Management Credibility?

• No single best practice was embraced by a large
  number of firms
• Many techniques work only in certain settings
• Firms are still feeling their way
• Maybe techniques actually yield only modest
  results
• Theres more talk than action

15
Institutional Credibility?

• 35 percent feel the justice system
  works and people get the
  justice they deserve
• 62 percent disagree
• Opinion Research Corporation, 1997

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Management Credibility?

• 64 percent said they dont believe what
  management says
• 61 percent said they arent informed about the
  organizations plans
• 54 percent said they dont get decisions
  explained well

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Supervisor Credibility?

• 80 percent of supervisors surveyed said they
  routinely give employees pats on the back.
• 80 percent of the employees said, No they
  dont.

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The Essence of Credibility

• 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
• 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

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Credibility Tips

• Know their needs and meet them
• Actions speak louder than words
• Establish trust through positioning
• Implement the Wallenda Factor
• Reflect back to the institution how it best
  thinks of itself
• Kennedy, Stanford