Your Collaborative Advantage
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Your Collaborative Advantage. By Ed Rigsbee, CSP 3595 Old Conejo Road Thousand Oaks, CA 91320 800-839-1520 [email protected] www.Rigsbee.com. “What Kind of a Partner am I?” Assign each a 1 to 10 rating and total:. Wants to win. Responsible for his/her own success. Is an active listener.

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Your collaborative advantage

Your Collaborative Advantage

By Ed Rigsbee, CSP

3595 Old Conejo Road

Thousand Oaks, CA 91320

800-839-1520

[email protected]

www.Rigsbee.com


Your collaborative advantage

“What Kind of a Partner am I?”

Assign each a 1 to 10 rating and total:

  • Wants to win.

  • Responsible for his/her own success.

  • Is an active listener.

  • Understands and cares about what drives partner’s business.

  • Responds well and acts on feedback.

  • Flexible, especially when the unexpected occurs.

  • Trustworthy and has integrity.

  • Seeks win-win situations and solutions.

  • Understands that Partnering is a relationship of interdependence.

  • Great Chemistry!

  • Your Total (1 to 100)

www.rigsbee.com/quiz.htm


Accessing your collaborative advantage

Accessing Your Collaborative Advantage:

  • Meeting Production

  • Member/Constituent Engagement

  • Your Career


Your collaborative advantage

  • Collaborative Advantage in:

  • 1. Meeting Production

    • > Co-branded/concurrent meetings

    • > Affiliate Programs/Sponsorships

    • > Alliances to lure client meetings

      • - City Wide/Multi-Property Venues

      • - Marketing/Lead Sharing

  • 2. Member/Constituent Engagement

    • > Relevance

    • > ROI

  • 3. Your Career

    • > Income

    • > Seat at Executive Table

    • > Advancement


Your collaborative advantage

Your Collaborative Advantage

  • Seven steps for developing successful collaborations.

  • Five areas of your organization in which to build collaborative relationships.

  • Three behavioral keys for collaboration success


Seven steps for developing successful collaborations

Seven Steps for Developing Successful Collaborations

  • Monitor (Determine Reasons and Need)

  • Educate (Cultural, Operational and Strategic Differences)

  • Select Alliance Type (Structure)

  • Organize (Select Partner)

  • Agreement (Written is Best)

  • Implementation (Begin Activity)

  • Maintenance (Monitor Progress and Cooperation)


Your collaborative advantage

Step #1 Monitor; Determine Reasons and Need for Collaboration

  • Events

  • Share Risk

  • Co-Branding

  • Cross Promotion

  • Affinity Programs

  • Fending off Competition

  • Distribution

  • Buying Parity

  • Research & Technology

  • Serving National Customer

  • Increase Service Capabilities


Step 2 educate cultural operational and strategic differences

Step #2 Educate; Cultural, Operational and Strategic Differences

  • Cultural: How compatible are the management teams and cultures?

  • Strategic: How well aligned are the partners’ objectives?

  • Operational: How complementary are the business models?

  • Why collaboration is in the best interest of the organization and the persons working for the organization…


Step 3 select alliance type structure

Step #3 Select Alliance Type/Structure

  • Joint Venture (New Organization & Identity)

  • Strategic Alliance (Partners Retain Identities)

    • Event Co-Branding Relationship (Duo Logos & Names)

    • Co-Marketing

  • Basic Alliance(Access Various Opportunities)

    • Cross Promotion

  • Strategic Sourcing Relationship

    • Affiliate and/or Affinity Programs

  • Strategic Reseller Relationship

    • Educational Programs, Dealers, Distributors or VARs

  • Licensing Agreements

    • Certification


Step 4 organize partner due diligence

Step #4 Organize:Partner Due Diligence

Research: Suppliers, Customers, Departmental Silos, Internet All through SWOT

Research: Suppliers, Customers, Departmental Silos, Internet All through SWOT

Offering Partner

Alliance Offer

Counter Offer

Accepting Partner

Alliance, JV, Strategic Sourcing Agreement


Step 5 agreement

Legal issues

Tax issues

Pricing issues

Payment structure variations

Audit rights

Information rights

Confidentiality issues

Exclusivity variations

Performance assurances

Remedies

Right to cure variations

Term of agreement

Termination issues

Condition of default issues

Post-termination issues

Assignment issues

Warranty & liability issues

Ways to hedge commitments

Indemnification options & issues

Step #5 Agreement


Step 6 implementation

Step #6 Implementation

  • Systems

  • Measurements

  • Emotional ownership (champions)

  • Be honest about your capabilities!

Ideas are just dreams without implementation.


Your collaborative advantage

Lilly Three-Person Alliance Management Team

  • Alliance Champion

    • Usually a senior level executive charged with, among other activities, to facilitate and ensure communication between Lilly and its alliance partners

  • Alliance Leader

    • Technical leader, project manager or senior person with intimate knowledge of alliance area of activity; responsible for day-to-day leadership of the alliance

  • Alliance Manager

    • Represents the OAM, the executive’s primary duty is to support the alliance leader and act as an advocate for the alliance (one person is Alliance Manager for several alliances)


Your collaborative advantage

Step #7 Maintenance(Monitor Progress and Cooperation)

  • What do you need from this relationship that you are currently not receiving?

  • Have you told your partner(s)?


Your collaborative advantage

Relationship Value Updates

  • The value I’m getting from the relationship.

  • The Value I think you are receiving.

  • Improvement Strategies


Voice of the alliance at lilly

Operational Fit: Communication

Operational Fit: Decision Making

Operational Fit: Leadership

Operational Fit: Performance Management

Operational Fit: Roles

Operational Fit: Skills/Competence

Operational Fit: Team Coordination

Operational Fit: Conflict Management

Cultural Fit: Flexibility

Cultural Fit: Knowledge Management

Cultural Fit: Organizational Values

Strategic Fit: Commitment

Strategic Fit: Strategy

Strategic Fit: Trust/Fairness

Voice of the Alliance at Lilly


Your collaborative advantage

Your Collaborative Advantage

Leadership Alliance

Strategic Alliances

Employee Alliances

Trust

Supplier Alliances

Customer/Member/Stakeholder Alliances


Your collaborative advantage

Three Behavioral Keys for Developing Your Collaborative Advantage

  • Getting Things done vs. Being Right

  • Relationship Bank Deposits

  • Purposeful Communications


Your collaborative advantage

3 Keys for Developing Your Collaborative Advantage

Behavior #1

Getting Things Done vs. Being Right


Your collaborative advantage

“It’s more important to be a good partner and get things done, than to obsess on BEING RIGHT!”

–Ed Rigsbee


Your collaborative advantage

3 Keys for Developing Your Collaborative Advantage

Behavior#2

Relationship Bank Deposits

  • Getting Things Done vs. Being Right

  • Relationship Bank Deposits

  • Purposeful Communications


Your collaborative advantage

Over 75 of Ed’s helpful articles are available for download & Reprint at:

www.rigsbee.com/editor.htm


Your collaborative advantage

Relationship Bank Deposits

  • Emotional

  • Physical

    • Unrestricted

    • Controlled

    • Strings Attached


Your collaborative advantage

Organization for Member/Constituent Benefit

Influence

Power

Collaborative

Adversarial


Adversarial vs collaborative attitudes

Short term

Defensive

Seeks to win for self

Feels like war

Reactive & rigid

Long-term

Seeks mutual gains

Sees others as partners

Seeks solutions not blame

Open to influence & flexible

Adversarial vs. Collaborative Attitudes


Your collaborative advantage

Perception

“My only reality is the conversation I have with myself about you.” -Ed Rigsbee


Your collaborative advantage

3 Keys for Developing Your Collaborative Advantage

Behavior#3

Purposeful Communications for Overcoming Conflict

  • Getting Things Done vs. Being Right

  • Relationship Bank Deposits

  • Purposeful Communication


Your collaborative advantage

Recent Rigsbee Research Survey

  • 28% Communication 

  • 20% Follow up/Follow through

  • 17% Changing the behavior of others

  • 9% Truth, honesty & responsibility

  • 8% Training issues

  • 5% Time compression

  • 5% Customer issues

  • 4% Conflict in dealing with personalities

  • 4% Conflicting goals


Your collaborative advantage

Communicating to Deal with the Relationship Challenges

  • Hidden Agendas

  • Trust

  • Unrealistic Expectations

  • Poor Communication

  • Culture Clashes


Your collaborative advantage

Time’s about up. If you must go, I understand. Planners, if you can stay a bit longer…I’ve got some great member engagement and planner career information that will be valuable to you. Thanks,


Meeting professional career acceleration

Meeting Professional Career Acceleration

Yes, You Can Do Better!


Your collaborative advantage

December ‘04/January ’05 Meeting Planner Survey of Association Executives

Participants include: association executive directors, other upper level association executives and presidents of association management companies. Some were interviewed by telephone and most responded to an e-mail survey request.

  • How easily replaceable are meeting planners?

  • In general, based on your experience, how effective are meeting planners in your opinion?

  • What is the biggest hurdle for an association meeting planner to overcome in order to move up into the association's executive ranks?

  • If a seasoned meeting planner were sitting across from you asking what they needed to do in order to move up, what would be your advice to them?


Your collaborative advantage

Winter ’04-’05 Meeting Planner Survey of Association Executives

Question #1. How easily replaceable are meeting planners? 10 means easily replaced.

Score: 5.9(from 73 responses)


Your collaborative advantage

December ‘04/January ’05 Meeting Planner Survey of Association Executives

Question #2. In general, based on your experience, how effective are meeting planners in your opinion? 10 means very effective.

Score: 7.7(from 73 responses)


Your collaborative advantage

Question #3. What is the biggest hurdle for an association meeting planner to overcome in order to move up into the association's executive ranks?

  • Business skills: Budgeting & Financial understanding

  • Strategic thinking rather than logistical thinking

  • Seeing the big picture


Your collaborative advantage

Question #4. If a seasoned meeting planner were sitting across from you asking what they needed to do in order to move up, what would be your advice to them?

Answers in Your Report (for the first 33 planners with coupon)


Donn eurich cae cmp association management company president suggests

Donn Eurich, CAE, CMP & Association Management Company President Suggests:

  • Get your CAE (Just having a CMP may pigeon-hole you)

  • Emphasize in your resume the non-education related things that you have done

  • Get hands-on experience in areas other than meeting planning

  • Understand finances and demonstrate your accounting knowledge (especially a profit & loss statement)


For member engagement do the member value process

For Member EngagementDo the Member Value Process

  • Member ROI

  • Member Retention

  • Member Recruitment

Pass Your Card Forward to Win a DVD


Your collaborative advantage

NADCA Member Value

  • Web Referrals - $2000

  • Sets industry standards $2000

  • Access to products at Tradeshow $1000

  • Opportunity to bid on jobs that require to clean to NADCA standards, including Value with certification $20000

  • Referrals from hardware store partners $1000

  • Education $500

  • Networking $5000

  • Magazine $50

  • Legitimizes & creates prestige & Confidence & professionalism $5000

  • Uncle Sam pays for part of vacation $500

  • Consumer education via website $1000

  • Legislative issues $5000

  • NADCA marketing materials, including NADCA standards to help educate clients $1500

  • Business management issues $1000

  • Interface with other industry related associations $5000

  • Membership cost $3,000

  • Member value $50,550


Average specific value from associations

Average* Specific Value from Associations

  • Training & Education

    • Range: $500 to $4,000

    • Average: $1,857

  • Industry Specific Research, Regulatory & Code

    • Range: $1,000 to $4,750

    • Average: $2,596

  • Networking

    • Range: $200 to $10,000

    • Average: $4,029

  • Professional Recognition, Image & Credibility

    • Range: $200 to $5,000

    • Average: $1,507

* Information averaged in 2006

www.rigsbee.com/association.htm


Asq three year member value

ASQ Value Item

2005-1

2005-2

2006-1

2006-2

2007-1

2007-2

Average/#

Recognized Certification

3000

1000

5000

1000

3000

2500

$2,583/6

Networking

2500

500

1000

2500

500

100

$1,183/6

Training

100

250

2500

2500

500

500

$1,058/6

Sections

500

500

1000

2500

250

1500

$1,042/6

Opportunities for Involvement & Leadership

1000

100

500

Included in Section

200

2500

$860/5

Credibility with Customers

Not rated

250

100

0

750

250

$600/5

Divisions/Forums

500

Not rated

500

50

500

750

$460/5

Total ASQ Member Value Determined

8100

5150

14919

13550

9750

11550

$10,503/6

ASQ Three-Year Member Value

www.rigsbee.com/association.htm


Asq member roi

ASQ Member ROI

Rounded off, members get $50 dollars in return for every $1 invested in ASQ membership.

A grand total of $63,019, divided by the six sessions, equals $10,503 average yearly sustainable real dollar value that ASQ members receive. Divide the $10,503 yearly member value by the $200 yearly membership investment and you get 53 times the ROI.

www.rigsbee.com/association.htm


Your collaborative advantage

Ideas Are Just Dreams, Without Implementation! 

Business Is About Results, Not Excuses! 

Yes, You Can Do Better!


Your collaborative advantage1

Review…

Your Collaborative Advantage

  • 7 steps for developing successful collaborations.

  • 5 areas of your organization in which to build collaborative relationships.

  • 3 behavioral keys for collaboration success


7 steps for developing successful collaborations

Review…

7 Steps for Developing Successful Collaborations

  • Monitor

  • Educate

  • Select Alliance Type

  • Organize

  • Agreement

  • Implementation

  • Maintenance


5 areas in your organization to build collaborative relationships

Review…

5 Areas in Your Organization to Build Collaborative Relationships

  • Leadership

  • Employees/Staff

  • Customers/Members

  • Suppliers

  • External Alliances


Your collaborative advantage

Review…

3 Behavioral Keys for Developing Your Collaborative Advantage

  • Getting Things done vs. Being Right

  • Relationship Bank Deposits

  • Purposeful Communications


Your collaborative advantage

To Book Ed Rigsbee, CSP for your next meeting, please call 800-839-1520, email to: [email protected] or visit: www.Rigsbee.com


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