Category: Manager’s Briefcase

Court Leaders and Coaching

According to Kevin Cashman in Forbes magazine, coaching and developing others are among the top three most important leadership competencies. Yet, despite such a high rating of importance, coaching scores as the lowest practiced competency around the world.i Leaders today have a real interest in learning skills that benefit their organizations, especially in the constantly changing world in which they operate. The courts are no exception.

You Cannot Have A Future Without Change

Like it or not, life is a whirlwind of change. Our society moves at a pace that far exceeds any other time in history and change is a reality we face each day. Change can be a very positive thing when it is implemented effectively, efficiently, and with encouragement. Unfortunately, that doesn’t happen as often as it could or should. But regardless of how change is implemented; regardless of how we feel about it – change is here to stay.

Building a Bridge to Good Customer Service

Managers Briefcase

Court employees must provide good customer service, especially in light of the link between funding and how citizens feel about their courts. Good customer service translates into better overall feelings about the courts, and better overall feelings can translate into adequate funding.

Team Life Cycles

Forming, storming, norming, and performing, comprise an influential framework for understanding the life cycle of teams. Judicial branch educators can use this framework to better understand their own teams, as well as to educate judges and court managers about the essential practice of building teams.

Creating Teams to Enhance JBE Programs

Regardless of whether you are a member of a team, a formal manager, or an informal leader, it is important to understand how teams can be formed and enhanced to produce the most effective JBE programs.