1. Skillful and Continual Diagnosis NACM 2006

2. Executive Myths Executives are systematic, reflective planners Executives spend their time carefully organizing the work, delegate to their subordinates and sit back to enjoy the fruits of their labor Executives get their work done primarily through subordinates Their formal authority is sufficient for this Executives rely on “hard data” from management information systems to control their work

3. Leadership Reality Problems abound Change is constant Fragmentation There is no “one best way” Effectiveness “all depends”

4. The Key Questions What should they hold us accountable for? How well are we doing? How do you know?

5. What Does It Mean In NACMSpeak Scrutinizing performance openly, honestly, continuously Thinking outside the box Using performance measurement, resource allocation and benchmarking tools Making adjustments based on assessments Acquiring needed information from databases and reports

6. Your Leadership Situation Is Unique In God we trust. All others must bring data.

7. Service Excellence Inventory 1. It is easy to do business with. 2. It keeps its promises. 3. It sets specific standards and meets them. 4. It is responsive. 5. People in it work together. 6. It maintains current and valid information about the needs and expectations of those whom it serves. 7. It refreshes this information on a regular basis.

8. Service Excellence Inventory 8. It regularly communicates this information to everyone in the court. 9. It uses front line people as a source of information about the wants, needs, expectations and characteristics of the people it serves. 10. It has a written, published statement of its service strategy. 11. All employees know and understand the service strategy. 12. All employees understand the implications of the service strategy in their daily work. 13. There is a formal system for determining “How well we are doing?” 14. Front line people receive regular feedback directly from the people they serve.

9. Service Excellence Inventory 15. Service delivery systems are “employee friendly”. 16. All employees, but especially front line people, are selected for service as well as technical skill. 17. Front line people are empowered to meet the needs of those they serve. 18. All employees know what the court and the people they serve expect of them, and they know how they are doing at meeting those expectations. 19. There is an incentive for serving people. 20. People understand and try to follow the concept of the “internal customer”.

10. Service Excellence Inventory Your Total _____ +20 to +40 You have a service excellent court. 0 to +19 Get out the wire brush----needs some polish. 0 to –19 Pockets of Problems -20 to –40 Your interaction with the court’s customers is part of their punishment--- should be taken into account by the judge as “Time Served”.

11. Leadership By Inquiry What problems do you see? What opportunities do you see? What do you need to know from me in order to do your job better? What do I need to know from you in order to do my job better?

12. Toward Skillful and Continual Diagnosis Plan abandonment Concentrate your resources Focus on contribution Put purpose in their work Go for the small win Lead “in the service of others”