1. Credibility Through Vision NACM, 2006

2. 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

3. WII-FM If, –We don’t manage strategically Then, –We don’t serve our clientele or use our resources as effectively as we can Therefore, –We can’t make a case for ourselves –We lose our support So, –We don’t get the resources we need And, –Our jobs get tougher –Judicial independence suffers, and –We don’t get paid very well

4. Visionary Organizations Visionaries 6,356$1 investment in1926, $6,356 in 1990 4Revenue Growth= 4 7Job Creation= 7 12Stock Price= 12 750 HigherProfit Performance= 750 Higher Mission Statement=ROE Comparison Group 955$1 investment in 1926, $955 in 1990 1Revenue Growth= 1 1Job Creation= 1 1Stock Price= 1 7.9%No Mission Statement= ROE 7.9%

5. 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

6. 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

7. 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

8. 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!

9. 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.

10. 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?

11. Essence of It All Focus on Contribution Walk Your Talk This Is Where Credibility Begins

12. 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

13. Management Revolution? Total quality management21 percent Empowerment16 percent Self managing work teams 14 percent Job rotation13 percent Peer review/evaluation11 percent Quality circles 5 percent Nothing58 percent Only one 21 percent (Bureau of Labor Statistics, 1993 survey of 5,987 firms.)

14. 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 There’s 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

16. Management Credibility? 64 percent said they don’t believe what management says 61 percent said they aren’t informed about the organization’s plans 54 percent said they don’t get decisions explained well

17. Supervisor Credibility? 80 percent of supervisors surveyed said they routinely give employees “pats on the back”. 80 percent of the employees said, “No they don’t.”

18. 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

19. 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