Your Role as a Leader in IT Service Management
4 likes2,954 views
The document emphasizes the importance of vision, mission, goals, and measures in IT service management and leadership effectiveness. It outlines how clearly defined objectives can enhance performance and teamwork, while also providing practical tools for leadership assessment and development. Additionally, it highlights the significance of aligning organizational strategies with these elements to achieve better results.
Your Role as a Leader in IT Service Management
- 1. Your Role as a Leader in IT Y R l L d i Service Management Facilitated by: Michael W. Kublin President/CEO PeopleTek, Inc www.peopletekcoaching.com p p g
- 2. Welcome! About ITSM Academy Ab t ITSM A d • Accredited Education • Ft. Lauderdale, Dallas & – ITIL® Foundation Washington, DC Washington, DC ‐ Public – ITIL® Foundation and Managers Bridge • Corporate on‐site Classes – ITIL® Lifecycle, Capability and MALC • Virtual Classes – ITIL® Practitioner, Service Manager (V2) , g ( ) • Courseware Licensing Courseware Licensing – Certified Process Design Engineer • Alumni Program (CPDE)® • PMI Global Education Provider – Microsoft Operations Framework (MOF) Foundation F d i • Federal Government (GSA) Federal Government (GSA) – ISO/IEC 20000 Foundation Contractor – PMI PMP Exam Prep • Certified Woman‐Owned • Practical, Value‐Add Workshops P ti l V l Add W k h • Tens of thousands of learners Tens of thousands of learners trained since 2003 – Apollo 13 ‐ an ITSM Case Experience™ • ITSM Professional Diplomas – Visible Ops: The Class – ITIL, MOF, ISO 20K Awareness ITIL MOF ISO 20K Awareness – And More!
- 3. Objectives: • Understand how IT Service Management Vision, Mission, Goals and Measures are crucial for success • Discuss why having vision, mission, g goals, measures=behavior improves p results, builds teamwork, and enables leaders
- 4. Rate your boss on the following questions using a scale of 1 to 5; 5 means you are in total agreement; ( means you totally disagree) y g ; (1 y y g ) Then rate yourself in the 2nd column. RATE 1 – 5 BOSS SELF • I am concerned about long term planning over day to day problems and annoyances. ___ ___ • I allow the organization to invest into new technology, processes, training, and ___ ___ tools rather than save the budget for next y g year. • I have clearly defined vision, mission, goals and roles. ___ ___ • I hold myself and others accountable to high performance standards standards. ___ ___ • I permit the team to work on projects and with customers without looking over ___ ___ their shoulders. • I deal with difficult conversations with customers, staff and peers rather than ___ ___ avoiding the situation. • I admit mistakes freely and allow mistakes to be learning events. ___ ___ 4
- 5. Who is J.T. Robertson? J T Robertson? Persistence Tip i i Notes: N t _______________________ _______________________ 12 years old _______________________ Saved cans and bottles to recycle Saved cans and bottles to recycle _______________________ Paid for friends to go on a train trip Saw that not all disabled individuals _______________________ could attend _______________________ Wrote and called Ty Pennington Ty and team redesigned entire train Ty and team redesigned entire train _______________________ station and train cars 5
- 6. Vision-Mission-Goals-Measures=Behavior The most powerful leadership process can be represented by four symbols: V ____________ = telescope l M ____________ = binoculars G ____________ = glasses and M ____________ = tape measure
- 7. Vision:
- 8. Mission:
- 9. Goals:
- 10. Measures:
- 11. Vision: It’s a __________or ________________that you as the leader have for yourself and your organization. The vision provides ______________and guides us to a place far away. It may be unattainable b t we can t and f tt i bl but try d focus our attention and make strides for getting there.
- 12. Mission: Represents ________ you are going to do and o ________ you’re going to do it to carry out the vision. vision It makes the vision come closer to us; it brings the vision alive for us and makes it more personal. The mission begins to bring ___________ to our vision.
- 13. Goals: Bring 100 percent personal clarity to your vision and mission. It requires __________. Think in terms of _______, _______, and _______ the actions will be carried out, and by whom. The goals must be “SMART”: S ___________ M ___________ A ___________ ( actionable) (or i bl ) R ___________ T ___________
- 14. Metrics: Symbolizes measurement and provides ______________ and ____________. d It also acts as a compass letting us know if we are / are not on track and if our direction or behavior requires change change.
- 15. Vision-Mission-Goals-Measures: Dictate ______ of our leadership, team and organizational _____________. By creating them on purpose, rather than by chance or mistake, we will be more successful IT organizations and deliver better results for our customers, shareholders and lt f t h h ld d ourselves.
- 16. All leadership l d hi processes must link to behavior V M G M B b h i V,M,G,M=B •Hiring •Rewards •Training and Development •Coaching •Communication •Change
- 17. IT Service Management Vision- Sample Visions: Be the worlds most respected service brand brand. or: Be the world’s best users of technology.
- 18. IT Service Management Mission: Sample Mission: Provide 99.0% defect free, in budget, on time support.
- 19. IT Service Management Goals: Sample Goals: Have 0% downtime Dedicate 40 hours/person annually for technical and/or soft skill development soft-skill Retain high performers; < 5% attrition Publish results against g g goals monthly y Request customer feedback quarterly
- 20. Linking “VMGM” To IT Service Management: All key behaviors and p y processes MUST be linked to your vision, mission and goals!
- 21. Direction and Strategy: Is your organization: Operations excellent Operations excellent Customer intimate Product innovative ?
- 22. Operations Excellent: Focuses on PROCESS Is volume driven Usually low cost/high volume U ll l t/hi h l
- 23. Customer Intimate: Focuses on CUSTOMER needs and relationships Usually higher cost / less volume /
- 24. Product Innovative: Focuses on the PRODUCT Focuses on the PRODUCT Expenses are geared towards research and development
- 25. Actions For Excellence: Determine what type of organization you are Create your VISION Have a MISSION that supports your vision Publish actionable GOALS to help you achieve your MISSION MEASURE whether you’re being successful REWARD based on goal attainment g Link training and coaching to your VISION, MISSION, GOALS and MEASURES Note: Your Development Plan should link to your V,M,G,M
- 26. Commitment C it t Identify ONE leadership behavior you will change starting today as a result of this seminar. seminar _________________________________ 26
- 27. Books Used as Resources: • QBQ‐ John Miller‐ ISBN: 0966583299 • One Page Business Plan‐ Jim Horan ISBN: 1891315072 • The Five Dysfunctions of a Team and Overcoming the Five Dysfunctions of aTeam Patrick Lencioni ISBN:0 7879 7637 7 Dysfunctions of aTeam Patrick Lencioni ISBN:0‐7879‐7637‐7 27
- 28. Resources Continued: • Discipline for Market Leaders: ISBN: 0 201 Discipline for Market Leaders: ISBN: 0‐201‐ 40719‐1 • E‐Myth Revisited Michael Gerber • Feel The Fear And Do It Anyway: Susan Jeffers, Feel The Fear And Do It Anyway: Susan Jeffers, PhD ISBN:0‐449‐90292‐7 28
- 29. In closing: The most powerful leadership p p process in the world comes directly from you. f You make the difference!