Welcome!HDICapitalAreaLocalChapter

VendorFairandNetworkingEvent

October 23, 2015

Welcome!UpdatesfromHDICorporateandHDICapitalAreaLocalChapter

October 23, 2015

What’s Hot at HDI

•  KCS Foundation and KCS Principles Bundle (ends 10/30): -  The KCS Standard and Self-Study Guide ($29 value) -  The KCS Online Practice Test ($79 value) -  The KCS Certification Exam ($145 value) -  HDI Exam Insurance, which provides one free retake of the

certification exam ($49 value) •  Technical Support Professional Certification Bonus:

For the rest of the year, we'll give you free exam insurance and a practice test to help you earn this new HDI certification!

•  Your Road to BIG Savings!

All Professional level memberships (new and renewals) are now available for only $295. Learn more at ThinkHDI.com/Membership.

Not a Member? Join Today!

Become a Professional member for just $295! Get more benefits to ensure your professional growth today. Enjoy benefits like: •  Attend local chapter and vChapter meetings •  Access to HDI Practices and Salary Reports •  Discounts on HDI Conferences, Events and Training •  Apply for HDI awards •  And much more!

Learn more at www.ThinkHDI.com/Join

or by calling 800.248.5667

©2014HDI.Allrightsreserved.

Call for Help Desk Analyst & Desktop Support Technician of

the Year Nominees DON’T MISS THIS OPPORTUNITY to recognize your key analysts and technicians. The only investment you make is time to send the information below and complete the application. Your return is truly a heartwarming event that has become a yearend celebration for our teams. I encourage members to nominate your outstanding Analysts and Technicians by emailing the following information to Sandy Seroskie, by Monday, November 2, 2015 at awards@hdicapitalarea.com: •  Help Desk Analyst or Desktop Support Technician's Name •  Company •  A paragraph describing the individuals achievements (why you are nominating them) •  Manager's name and contact information **The criteria and nomination form is sent to the Manager to complete. We encourage you to send the information above early, so you have more time to complete the application.**

All nominees and managers as our honored guests, at our Annual Awards Luncheon, on Friday, December 4th, at Maggiano’s Little Italy. Thanks to the success of this event, we have reserved large room. We will recognize each nominee and their manager. Every nominee will receive a plaque and the winners will receive the Analyst of the Year or Desktop Support Technician award. We will have an amazing keynote speaker and a three course lunch.

Thank You HDI CA 2015 Sponsors!!

Today’s Agenda

. AGENDA 9 :00 am — 10:00 am: Registration, Networking, Vendor Tables Open (Continental Breakfast provided) 10:00 am — 10:15 am: Welcome & Announcements 10:15 am — 11:15 am: Speaker – Kirk Weisler 11:15 am — 11:30 am: 1st Prize Drawing & Break 11:30 am — 12:30 pm: Speaker – Rick Joslin 12:30 pm — 2 :00 pm: 2nd Prize Drawing* (Lunch Provided), Networking and Vendor Tables Open 2 :00 pm — 3 :00 pm: Speaker – Leslie O’Flahavan 3 :00 pm — 3 :30 pm: Refreshment/Dessert Break 3 :30 pm — 4 :00 pm Closing Remarks and Prize*

*Must be present to win

Bobsleds, Butterflies, and Breakfast Cereal

Realizing More of Our Potential

Bobsleds, Butterflies, and

Breakfast Cereal

The Principles of Growth May be Taught.

The Desire for Growth Must be Caught.

https://youtu.be/vmuqm1d8HAQ

Peanut Butter Cheerios Commercial #howtodad or #howtoLEAD J

A Flash of Insight & Leadership

Flexible FUN Motivated Enthusiastic Pleasant Happier Confident Contributors Energetic

Creative Team Players Understanding Resilient Fluid Engaged Positive Persuasive Influential Open to Change

20

It’s Not the Books You Own…of even the one’s you’ve read.

It’s the Principles we put into practice and into play that matter.

1.  Do you know what is expected of you at work? 2.  Do you have the materials and equipment you need to do your work right? 3.  At work, do you have the opportunity to do what you do best every day? 4.  In the last seven days, have you received recognition or praise for doing good

work? 5.  Does your supervisor, or someone at work, seem to care about you as a person? 6.  Is there someone at work who encourages your development? 7.  At work, do your opinions seem to count? 8.  Does the mission/purpose of your company make you feel your job is important? 9.  Are your associates (fellow employees) committed to doing quality work? 10.  Do you have a best friend at work? 11.  In the last six months, has someone at work talked to you about your progress? 12.  In the last year, have you had opportunities at work to learn and grow?

Gallup's

+

1.  Do you know what is expected of you at work? 2.  Do you have the materials and equipment you need to do your work right? 3.  At work, do you have the opportunity to do what you do best every day? 4.  In the last seven days, have you received recognition or praise for doing good

work? 5.  Does your supervisor, or someone at work, seem to care about you as a person? 6.  Is there someone at work who encourages your development? 7.  At work, do your opinions seem to count? 8.  Does the mission/purpose of your company make you feel your job is important? 9.  Are your associates (fellow employees) committed to doing quality work? 10.  Do you have a best friend at work? 11.  In the last six months, has someone at work talked to you about your progress? 12.  In the last year, have you had opportunities at work to learn and grow?

Gallup's

+

“Nothing is so contagious as enthusiasm.”

—Samuel Taylor Coleridge

Has anyone caught yours lately?

www.kirkweisler.com

Good Question? How tall will a tree grow? Great Answer; “As tall as it possibly can.” How much will you grow yourself ?.......

DISTINCT … OR EXTINCT!

“If there is nothing very special about your work, no matter how hard you apply yourself, you won’t get noticed and that increasingly means you won’t get paid much, either.”

Michael Goldhaber, Wired

“Firms will not ‘manage the careers’ of their employees. They will provide opportunities to enable the employee to develop identity and adaptability and thus be in charge of his or her own career.”

Tim Hall et al., “The New Protean Career Contract”

The Myth: Other Driven

The Truth: Self-Driven

External: Motivation depends on our pushing people to perform.

Internal: Motivation depends on people’s pushing themselves to perform.

Scheme: It is our job as leaders to tinker until we find a motivational system that works.

Environment: It is our job as leaders to create a climate in which passion can live and not die.

Grand Plan: We search the literature to find the perfect, one-size-fits-all approach to motivation.

Mass customization: We nurture a multifaceted approach that reaches each person at his or her self-motivated center.

Lock picking: If we persist, we can “crack,” “recode,” and discover the way to make them run.

Door knocking: If we are paying attention, we can knock on people’s hearts in such a way that they will choose to open the door.

Get it ..Right through the Heart

43% trust their boss

Manager – Employee Relationship

39

57% trust a stranger 65% would choose a better boss over a raise

Source: Michael Segalla, Harvard Business Review, 2009; Michelle McQuaid, 2012; The Employee Engagement Group

35% would forgo a substantial pay raise to see their direct supervisor fired

Clarity & Connectedness

40

Understand what their organization is trying to achieve and why

Enthusiastic about their team’s/organization’s goals

Have a clear line of sight between their tasks and their team’s/organization’s goals

Feel their organization fully enables them to execute key

goals

Fully trust the organization they work

for

63%

80% 80% 80% 85%

Source: Stephen Covey, 8th Habit

37% 20% 20% 20%

15%

Clarity & Connectedness

41

All but 2 players would, in some way,

be competing against their own team members, rather than the opponent

Only 2 would care

Only 4 of 11 know which goal is theirs

Only 2 know what position they play, and know exactly

what they are supposed to do

Source: Stephen Covey, 8th Habit

§  Suppose a soccer team had these same scores:

It’s an Incident Dr. Watson

Developed by Rick Joslin HDI Executive Director, Certification & Training

rjoslin@thinkhdi.com

The Facts and Nothing but the Facts

43

Follow the Evidence

44

The Call Comes In The call is answered quickly and

45

a first responder is assigned.

Classification •  What type of crime? •  Whose jurisdiction? •  What is the priority? •  What is the

severity? •  Is this a known

problem?

46

Initial Response •  Safety •  Emergency

Care •  Establish

Control

47

Secure the Scene •  No more changes

48

Record Evidence •  Document the symptoms

49

Collect Evidence •  Listen to the customer

50

Interview Witnesses

•  Ask their name •  Use empathy

skills •  Begin with open

ended questions •  Use their name •  Paraphrase for

understanding

51

Record the Data •  Who? •  What? •  When? •  Where? •  How? •  Why? You don’t know what

might be important.

52

Seek to Understand What We Know

•  Search the Knowledge Base

53

Ask Clarifying Questions

•  Use closed ended questions

•  Confirm what you heard

•  Get another perspective

54

Analyze the Evidence

•  Search the Knowledge Base again

55

Return to the Scene

•  Get a closer look at the evidence

•  Verify the evidence and witness statements

56

Consider Possible Motives

•  Establish a list of possible causes

57

Test the Most Probable Causes

•  Consider frequency of occurrence and the cost of the test

•  Don’t overlook the simple stuff

58

Call Your Backup - Get Help

59

•  Are special skills needed?

•  Does the severity require escalation?

Resolve and Recover

•  Emergency Care comes first

•  Stop the pain •  Get the customer

back to work

60

Incident Closure

•  Confirm Resolution

•  Capture or Update the Knowledge

•  Document Actions

61

Incident Ownership •  Monitor, track, and communicate status

62

The CSI Way 1.  Initial Response:

Touch nothing, Observe and Listen 2.  Secure and Document:

Touch nothing, Record observations 3.  Collect Evidence: Bag it and Tag it 4.  Interview Witnesses: Question and Record 5.  Analyze Evidence: Identify and Eliminate

Record all data and actions

63

CSI: A Guide for Law Enforcement

Initial Response/Prioritization of Efforts 1.  Receipt of Information 2.  Safety Procedures 3.  Emergency Care 4.  Secure and Control Persons at the Scene 5.  Boundaries: Identify Establish, Protect, and

Secure 6.  Turn over Control of the Scene and Brief

Investigators 7.  Document Actions and Observations

Source:January2000bytheUSACorneyGeneral64

Kepner-Trego’s Problem Analysis

A.K.A. The KT Process 1.  Define the Problem 2.  Describe the Problem 3.  Establish possible causes 4.  Test the most probable cause 5.  Verify the true cause

65

ITIL® Incident Management Process

1.  Incident Detection and Recording 2.  Classification and Initial Support 3.  Investigation and Diagnosis 4.  Resolution and Recover 5.  Incident Closure 6.  Incident Ownership

66

Thank you for attending this session.

Please fill out a session evaluation form. Contact details:

Rick Joslin HDI Executive Director, Certification & Training rick.joslin@ubm.com (412) 841-9793

Death to the Term “Soft Skills”

Why Writing is an Essential Hard Skill for Support

Professionals October 23, 2015

Leslie O’Flahavan, E-WRITE

Full$disclosure.$I$hate$the$term$“so3$skills.”$

An$actual$so3$skill?$Taking$this$kind$of$

picture…$

Usually,$massage$is$a$“so3$skill”$

If$it$were$possible$to$get$a$job$holding$cats$gently,$that$

would$be$a$so3$skill$

Today’s$topics$1. Why$the$term$“so3$skills”$should$be$

permanently$replaced$2. Which$wriHng$skills$are$essenHal$for$

support$professionals$3.  How$to$develop$your$support$team’s$

wriHng$skills$

We$should$replace$the$term$“so3$skills”$

It$is$dismissive$It$is$vague$

EssenHal$so3$skills?!$1.  Growth$mindset$$2.  SelfPawareness$$3.  EmoHon$regulaHon$$4.  SelfPconfidence$5.  Stress$management$6.  Resilience$7.  Persistence$and$perseverance$$8.  PaHence$9.  PercepHveness$10.  CommunicaHon$$11.  Teamwork$

12.  Interpersonal$relaHonship$$

1.  MeeHng$management$$2.  FacilitaHng$$$$3.  Selling$$$4.  Management$$$5.  Leadership$$$6.  Mentoring$and$coaching$$$$7.  Managing$upwards$$8.  SelfPpromoHon$$$9.  Dealing$with$difficult$situaHons$$10.  Savvy$in$handling$office$poliHcs$$11.  Influence$and$persuasion$$$$12.  NegoHaHon$$$$13.  Networking$$

$$

It’s$not$“so3”$if$you$spend$this$much$effort$on$it$$

What$should$we$call$them$instead$of$“so3$skills”?$

Three$essenHal$wriHng$skills$for$support$professionals$

1.  Use$a$posiHve,$personal$tone$that$shows$empathy$

2.  Explain$how$to$complete$a$task$or$procedure$3.  Write$at$a$technical$level$the$customer$can$

understand$

Use$a$posiHve,$personal$tone.$Show$empathy.$Customer’s*e+mail*$

To:$DistributorService@abc.com$From:$C.Headlington@mail.com$Subj:*How*do*I*update*my*registra:on?*$

On$Feb.$26,$I$got$a$noHce$from$you$that$my$company’s$Licensed$Distributor$registraHon$had$expired.$$So,$on$that$date,$I$tried$and$tried$to$update$my$registraHon,$to$make$it$current.$$But$I$kept$gehng$a$screen$saying$that$I$could$add$a$new$Distributor$number$for$my$company’s$registraHon.$But$that’s$not$what$I$want$to$do.$I$have$tried$MULTIPLE$Hmes$to$call$you$but$always$get$the$taped$message$that$I$should$call$back$another$Hme$because$your$call$volume$is$too$high.$Please$clarify$P$What$is$wrong$with$my$Licensed$Distributor$registraHon$and$what$should$I$do$about$it?$$What$have$I$done$wrong??$$Thanks$–$$Carl$Headlington$

Does$this$response$show$empathy?$Agent’s*reply*Subj:$$RE:$How$do$I$update$my$registraHon?$Please$understand$the$delay$in$our$response$to$your$inquiry.$We$have$experienced$exceedingly$high$volume$since$the$implementaHon$of$the$new$new$Distributor$registraHon$system$last$month.$In$the$system,$I$can$see$that$you$have,$in$fact,$successfully$renewed$your$Licensed$Distributor$registraHon,$which$will$be$good$unHl$January$17,$2016.$$If$you$believe$you$will$also$need$to$add$a$new$Distributor$number,$please$explain$why.$$If$you$need$further$assistance,$please$let$us$know$by$contacHng$the$Support$Center$at$800P123P4567$or$compleHng$an$online$request.$$

Sincerely,$Steven$Sorrell,$Distributor$Support$RepresentaHve$

Explain$how$to$complete$a$task$Customer’s*email*$

From:$$$$$$$$$$$$$$JeaneleVilla@SciFiBooks.com$To:$$$$$$$$$$$$$$$$$$EasyPay$Consumer$Support$$Subject:$$$$$$$$$$How$do$I$remove$an$ePmail$address?$$$$

Hello,$$$$I$want$to$remove$the$ePmail$address$L.Henson@SciFiBooks.com$from$receiving$noHficaHons$when$someone$purchases$a$book$from$me.$$I$can't$find$the$ePmail$address$anywhere$in$My$Profile$or$My$Sehngs.$Can$you$find$it$and$remove$it?$$Thanks,$Jeannele$

Explain$how$to$complete$a$task$

Write$at$a$technical$level$the$customer$understands$

How$to$develop$your$support$team’s$wriHng$skills$

Develop$your$support$team’s$wriHng$skills$

1.  Hire$people$who$like$to$write$and$are$good$at$it.$2.  Understand$the$difference$between$big$picture$

wriHng$skills$and$small$picture$wriHng$skills.$Provide$coaching$for$the$specific$type$of$wriHng$skill$the$support$professional$needs.$

3.  Provide$your$team$with$a$steady$diet$of$excellent$wriHng$samples.$Discuss$the$samples$regularly.$

4.  Recognize$excellence$or$growth$in$wriHng$skills.$5.  Offer$wriHng$training.$

$

“Big$picture”$vs.$“small$picture”$wriHng$skills$

•  Big$picture$=$more$than$one$way$to$be$correct$•  Small$picture$=$only$one$way$to$be$correct$

Provide$your$team$with$a$steady$diet$of$excellent$wriHng$samples$

1.  Feature$them$at$weekly$meeHngs$2.  Ask$agents$to$submit$their$own$work$or$

others’$3.  Collect$them$in$a$$$$

Questions? Comments? Contact:

Leslie O’Flahavan, E-WRITE Leslie@ewriteonline.com 301-989-9583 www.ewriteonline.com @LeslieO