1. Guest Lecture with Kiki Maurey on “Making Your Case” FOLIO MAXIM Course March 2009

2. © Kiki Maurey Consultancy Limited Making Your Case  Strategic relevance  Operational and organisational impact  Direct benefits for service users  Evidence of high quality deliver systems (best practice, benchmarking) for what purpose?

3. © Kiki Maurey Consultancy Limited Making Your Case communicating more effectively  Commissioners’ common words and phrases  Clients’, clinician’s and users’ reflections, feedback and quotes  Utilising functional, and emotional ‘hot buttons’

4. © Kiki Maurey Consultancy Limited Making Your Case © Kiki Maurey Consultancy Limited Influence: the power to have an effect on people or things, in a good or bad way, ie to have the power to affect, control or manipulate. Combine this with Negotiation: the process of achieving agreement through ‘constructive’ discussion =  “… the power to maximise mutually positive outcomes through a process of engagement, discussion and mutual understanding.” creating more impact

5. © Kiki Maurey Consultancy Limited Making Your Case - negotiating for success © Kiki Maurey Consultancy Limited What’s your default style? lose-win win-lose win-win ‘corridor’ selfish ethic service ethic HIGH 50:50?

6. © Kiki Maurey Consultancy Limited Making Your Case © Kiki Maurey Consultancy Limited  One of the ‘secrets’ to positive influence is PERCEPTION, the art of ‘seeing’ from the other person’s ‘perspective’!

7. © Kiki Maurey Consultancy Limited Making Your Case © Kiki Maurey Consultancy Limited  plan your own needs and wants  understand their needs and wants  get a feel for the gap between the two  find opportunities for agreement  seek a mutually satisfactory outcome What’s in it for ME/THEM communicating more effectively

8. © Kiki Maurey Consultancy Limited Making Your Case communicating with commissioners and users they might say: we need, we want, we’re looking for…  an expert, a specialist, something different  creativity, energy, confidence, value, understanding  trustworthiness, bespoke, efficient, green & sustainable  the ‘look’, the latest, the fastest, the most stylish  idiot-proof, affordable quality, reliable, dependable  something memorable, the ‘wow’ factor, inspiration

9. © Kiki Maurey Consultancy Limited am I more concerned with survival than active listening, & planning? do I build genuine rapport with commissioners and users, eg by using their trigger words and phrases? Learn to ENGAGE/ LISTEN PROPERLY What are the ‘trigger’ phrases for Library and Knowledge Services? How can we deliver? Making Your Case

10. © Kiki Maurey Consultancy Limited Influencing Skills Style Profile (ISSP) by Manning & Robertson (2003). Dimensional model of influence – the four influencing styles OPPORTUNISTOPPORTUNIST Opportunistic-Collaborator  I anticipate where I may get stuck and consider ways to overcome any impasse  I consider how to establish a constructive climate at the outset  I give specific arguments to all questions even where difficult  I like to respond to a proposal with an immediate counter-proposal  At the end I consider it important to give summary of how I see the agreement  At the end I like to comment positively on what has been achieved Opportunistic-Battler  I leave things open-ended without identifying every possible issue  I focus on a single point for each issue  I favour arguments that appeal to either the “head” or the “heart”, not both  I think my personal style and behaviour has little impact on the outcomes of my negotiations  I like to respond to a proposal with an immediate counter- proposal  If negotiations fail I see little point in agreeing to meet again STRATEGISTSTRATEGIST Strategic Collaborator  I gather information from a wide network and variety of sources  I anticipate where I may get stuck and consider ways to overcome any impasse  I seek to agree a fixed agenda for dealing with issues at the outset  If persuaded by an argument, I reflect and take time before responding  I summarise at regular intervals throughout negotiations  At the end I like to comment positively on what has been achieved Strategic-Battler  I leave things open-ended without identifying every possible issue  I focus on a single point for each issue  I seek to agree a fixed agenda for dealing with issues at the outset  I think my personal style and behaviour has little impact on the outcomes of my negotiations  I summarise at regular intervals throughout negotiations  If negotiations fail I see little point in agreeing to meet again COLLABORATORBATTLER

11. © Kiki Maurey Consultancy Limited not rocket science deliver memorable quality involve your users inspire your staff delivering ‘choice’ customer care developing your marketing ‘powers’ improving your positive influence professionally personable learn to listen & plan find & use ‘YES’ buttons ID & build your distinctiveness based on ‘need’ build great relationships; provide social proofs be absolutely clear about user/client benefits

12. © Kiki Maurey Consultancy Limited Making Your Case Other useful resources Link to the London toolkit http://www.londonlinks.nhs.uk/resources/alig nment-toolkit Bryan Harrison’s very comprehensive workshop notes on business planning … a ‘must-have’ for business planning (the cumulated outcomes of two workshops for library managers organised by the SHA Library Lead for London in January 2007 – see main headings on the following slides)

13. © Kiki Maurey Consultancy Limited Making Your Case The major challenges in relation to Business Planning:  Role and purpose of business planning  Resource Reductions and Constraints  Managing Competing Priorities  Dealing with uncertainty  Securing Organisational Commitment  Demonstrating Value Added  Risk Management

14. © Kiki Maurey Consultancy Limited Making Your Case Foundations for Business Planning Preparation for planning:  Information base  Identifying key players  Making the plan relevant to the organisation  Making it happen

15. © Kiki Maurey Consultancy Limited Making Your Case Who are the key players and how do you foster relationships?  All users  Governance leads  Clinicians  Commissioners  Higher Education  Trust Education leads  Staff Side  Trust Management  Communications  Non-Executive Directors

16. © Kiki Maurey Consultancy Limited Making Your Case Possible action checklist:  Preparation for planning  Information base  Identifying key players  Making the plan relevant to the organisation  Making it happen

17. © Kiki Maurey Consultancy Limited Making Your Case Action planning:  For library managers  Developing relationships  Improving organisational understanding  Designing the “right” business plan  Understanding roles and responsibilities