The Court Administrator and Court Professional – Your Role as Leader, Executive and Transformer

1. The Court Administrator and Court Professional – Your Role as Leader, Executive and Transformer NACM Mid Year Conference Minneapolis, MN Tuesday, February 7, 2012 Janet G. Cornell

2. Transformative Governance and Leadership This Session- • Court Administrator - Role & “Mini Guide” • Leading, Transforming, Change Agent • Tips for Success For ANY Job Title or Position

3. History of Court Administration • Federal court system --early administrator use • 1950s -- first known court manager – admin support • 1st official ‘court administrator’ – Los Angeles • NACM • membership - 1,800 & expanding internationally • growing attention to court management techniques • interacting with other groups • visibility and importance of our court mgmt role

4. What Are We? What is ‘Our’ Role?

5. A Day in the Life of aCourt Manager • What is a day like ? • Duties – tasks ? • Expectations?

6. The #1 Knowledge, Skills and Abilities for a Court Manager? • What is #1? • Most important?

7. Court Manager Job Descriptions • Manages … • Directs … • Supervises… • Plans and organizes… • Coordinates… • Develops • Interprets • Implements… • Establishes • Ensures… • Designs… • Monitors… • Presents • Defends…. • Administers…. • Analyzes and evaluates … • Represents …. • Liaisons… • Executive for…. • Responsible for ….

8. Have You Had This Question? What DOES a Court Administrator do?

9. Mind Map-Court Administrator

10. The Elevator Speech The elevator pitch (Wikipedia) is • A short summary, quickly & simply define a product, service, organization, its value • To get the point across quickly • To pitch an idea for support • Quick enough to deliver in an elevator ride • First impression counts • Meaningful information

11. Harvard Business School“Elevator Pitch Builder”

12. Top 3 Things For Your Future‘Elevator Pitch’ • Who are you? • What is your purpose? • Why important? • Sell your role. • ____________________________ • ____________________________ • ____________________________

13. “The Court Administrator – A Guide and Manual” • For understanding of court administration • Describes the importance of court management • Details the role and qualifications • Use by judges, court professionals, interested parties • Changes to 2011 Edition • NACM Core Competencies – enhanced • Executive Team concept - added • Model Code of Conduct - updated • Future of Court Administration - added • NACM National Agenda - added

14. Professionalism and the NACMCore Competencies

15. Typical Duties of a Court Administrator

16. Executive Team Concept • Chief judge & court administrator • Judge as chief constituency of court manager • Together -- leadership team • HOW do we promote the executive team?

17. Job Success Factors- Personal & Professional Skills

18. The Future of Court Administration • Collaborate and dialogue • Interactions - justice system & others • Deploy and use technology • Satisfy public expectations • Navigate interdependencies • Manage system intricacies • Be adept at change

19. How Can You Use the ‘Manual?’ • Give copies to court management team • Give copies to new court employees • Give to your presiding or leadership judge • Share with all judges • Excerpt info for presentations • Provide copies at education/training sessions • Prepare for a job interview • Self Assess - your KSAs and performance

20. The Court Administrator as CHANGE AGENT And TRANSFORMER

21. SWOT Analysis

22. Leadership Qualities/ Traits/Skills • listen more than talk • respect others, value input • are clear in expectations, honest in talking • confident and engaging when speak • passionate about achieving goals • have an ear to grapevine, and learn • understand actions speak louder.. • immediately stifle rumors/false information • strive to bring consistent message to employees • take time to know each employee personally • try to reduce costs, increase productivity From manageBetter.biz

23. NACM Core Competency - Leadership • Credibility – be credible in action • Vision and Purpose – create focus • Interdependence- manage interdependencies • High Performance – create the environment • Skillful and Continuous Diagnosis- do it!

24. Questions for Consideration • Where is the profession headed? • For what do we need to prepare? • What path do we seek out? • How do we ‘mature’ the profession? • Challenges? Risks? Opportunities? • Skill sets and strengths needed?

25. 7 Mindsets of Professionals • Have a bias for results • Realize and act like they’re part of something bigger than themselves • Know things get better when they get better • Have personal standards that often transcend organizational ones • Know that personal integrity is all they have • Aspire to be masters of their emotions, not enslaved • Aspire to reveal value in others The Power of Professionalism Bill Wiersma

26. Future Leader Traits Tips for Success Use silence Words to avoid Talk more about the other person than about yourself Consider different ‘styles’ A caution about tone • Charisma • Consideration for others • Curiosity and intelligence • Courage and integrity • Reliability • Adaptability • Judgment • Respect Source: Fast Company Magazine

27. New Environment Challenges/ Opportunities • Push and pull • The ‘new norm’ • What worked before no longer will • Fiscal & human resources • Process changes • Doing more (different?) with less • ‘Budgetally’ constrained • Public sector support shrinking • Reengineering • Performance metrics • High Performance Courts • courTools • trial court performance measures/standards

28. What Makes an Effective Executive? • Ask what needs to be done • Ask what’s right for the enterprise • Develop action plans • Take responsibility for decisions • Take responsibility for communicating • Focus on opportunities, not problems • Run productive meetings • Think and say “we” not “I” By Peter F. Drucker, Harvard Business Review, 2004

29. Use dialogue Use assertive style Use open minded communication Check and control jargon Use of body language effectively Have appropriate use of tone, inflection, and pacing Know what you want Say it Be specific Say what you have to say – soon Look person in the eye Look relaxed Don’t whine Keys to Better Communication

30. Tipsfrom You Want Me to Work With Who? • Be present • Mirror and pace with other person speaking • Control emotions and control distractions • Attend to the emotions of the other person • When disagreeing, summarize what you’ve heard before responding • Avoid interrupting • Keep an open mind • Check for understanding • Use neutral words “really, tell me”, or “okay, go ahead”, or “oh?” You Want Me to Work With Who? – Eleven Keys to a Stress Free Satisfying Work Life, No Matter Who You Work With, Julie Jansen, Penguin Books, 2006

31. Why Should Anyone be Lead by You? What it Takes to be an Authentic Leader? • Know where your strength lies – One on one? Small groups? Large scale? • Consider your mode of communication delivery – fact? Emotion? Accomplishments? Challenges? Personal anecdotes? Shared ‘epics?’ • Watch the level of engagement of others – allow others to know what their role is • Be authentic • Deliver with pace, tempo and timing in mind by Rob Goffee and Gareth Jones, Harvard Business School Press, 2006

32. Good to Great On insuring the ‘truth’ is heard: • Lead with questions, not answers • Use questions to gain understanding • Engage in dialogue and debate • Conduct ‘autopsies’ without blame • Use ‘red flag’ mechanisms to insure information comes out by Jim Collins, Harper Collins Publishing, 2001

33. Tips/Traits of A Good Change Agent • … • … • … • … • … • … • …

34. Tips To Succeed • Know the NACM core competencies • Network • Know your strengths and your weaknesses • Read and study • Practice personal balance • Demonstrate ethical behavior • Consider influences you want and don’t want • Practice patience and perseverance • Take risks • Learn the business NACM Court Manager, “Tips and Techniques For Climbing the Ladder of Success in Court Management” Vol. 25, Issue 2

35. Good Questions to Ask • What should I do MORE of? • What should I do LESS of? • What should I do DIFFERENTLY?

36. Self Evaluation • What goals have you set for yourself, and what progress have you made with them? • What other accomplishments have you had? • What obstacles or setbacks have you had, and how effectively did you deal with them? • What are your goals for the upcoming year? • What information or support do you need to succeed? • What is hindering you? helping you?

37. Take Aways from Today? • _______________________________ • _______________________________ • _______________________________

38. Final Thoughts • It is never to late • to be • what you might have been • George Eliot (Marian Evans) Do not go where the path may lead, go instead where there is no path and leave a trail. Ralph Waldo Emerson Thank you for attendance and participation! Janet G. Cornell jcornell@scottsdaleaz.gov 480-312-2775