Guest Lecture with Kiki Maurey on Making Your

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

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

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

Making Your Case creating more impact 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. ” © Kiki © Maurey Kiki Maurey Consultancy Limited

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

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

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

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

Making Your Case What are the ‘trigger’ phrases for Library and Knowledge Services? How can we deliver? 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? © Kiki Maurey Consultancy Limited Learn to ENGAGE/ LISTEN PROPERLY

Influencing Skills Style Profile (ISSP) by Manning & Robertson (2003). Dimensional model of influence – the four influencing styles O P P O R T U N I S T 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 S T R A T E G I S T 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 COLLABORATOR © Kiki Maurey Consultancy Limited BATTLER

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

Making Your Case The major challenges in relation to Business Planning: ØRole and purpose of business planning ØResource Reductions and Constraints ØManaging Competing Priorities ØDealing with uncertainty ØSecuring Organisational Commitment ØDemonstrating Value Added ØRisk Management © Kiki Maurey Consultancy Limited

Making Your Case Foundations for Business Planning Preparation for planning: ØInformation base ØIdentifying key players ØMaking the plan relevant to the organisation ØMaking it happen © Kiki Maurey Consultancy Limited

Making Your Case Who are the key players and how do you foster relationships? ØAll users ØGovernance leads ØClinicians ØCommissioners ØHigher Education ØTrust Education leads ØStaff Side ØTrust Management ØCommunications ØNon-Executive Directors © Kiki Maurey Consultancy Limited

Making Your Case Possible action checklist: ØPreparation for planning ØInformation base ØIdentifying key players ØMaking the plan relevant to the organisation ØMaking it happen © Kiki Maurey Consultancy Limited

Making Your Case Action planning: ØFor library managers ØDeveloping relationships ØImproving organisational understanding ØDesigning the “right” business plan ØUnderstanding roles and responsibilities © Kiki Maurey Consultancy Limited