ITSM Academy Webinar - Lead Success, Don't Manage Failure!
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The document discusses leadership in IT service management. It emphasizes that leaders inspire people through passion and motivation, while managers focus more on organization and control tactics. Successful ITSM requires leadership to empower people and create an environment where teams are willing to change and take risks to continuously improve processes and technology. True leaders leverage people's strengths rather than just administering processes.
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ITSM Academy Webinar - Lead Success, Don't Manage Failure!
- 1. “Leading the ascent to the www.k2sg.com peak of Service Management” Lead Success Don’t manage failure! Carlos Casanova Founder & President K2 Solutions Group, Inc. http://www.k2sg.com Date: March 21, 2013 http://www.cmdbimperative.com Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 2. About ITSM Academy Accredited Education Since 2003 - Te ns o f Certified Process Design Engineer Tho us a nd s Tra ine d a nd (CPDE)® Ce rtifie d ITIL® Foundation ITSM Professional Diplomas ITIL Capability (OSA|PPO|RCV|SOA) Change/Support/SLM ITIL Lifecycle (SS|SD|ST|SO|CSI) Public Classes throughout ITIL Managing Across the Lifecycle U.S. (MALC) Corporate On-Site Classes ISO/IEC 20000 Foundation & Bridge MOF Foundation Virtual Classes Practical, Value-Add Workshops Courseware Licensing Building Blocks, Roles, Service Corporate & Partner (GEM) Catalog, etc. Alumni Program ITIL, MOF, ISO 20K Overviews PMI Global Education Apollo 13, Visible Ops: The Class Provider © ITSM Academy And more! ITIL® is a Registered Trade Mark of the Cabinet Office. 2 Welcome! Certified Woman-Owned
- 3. Agenda Background Leaders not Managers Characteristics Assessment IT Service Management Components Vision Recap and Closing Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 4. Background Professional 20 years of technology and process leadership in various roles Industry recognitions/certifications Lead CMDB design/deployment for global financial services company BofA, SSA, US Marine Corp, General Dynamics, MetLife, IBM Global Services Speaker at local, regional, national and international conferences Company Founded K2 Solutions Group, Inc. in 2008 Value based Executive and Practitioner Service Management solutions Presentation Topic Executive leadership, not management, is vital to ITSM adoption Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 5. Agenda Background Leaders not Managers Characteristics Assessment IT Service Management Components Vision Recap and Closing Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 6. Leaders not Managers I don’t like to be managed, but if you lead me, I will follow! Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 7. Professional Challenges / Taking Initiative Reluctance to engage vs. Excitement to accomplish Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 8. Why People Follow Confidence Security Stability Trust Communication Passion Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 9. Who are you? Organize A Inspire B Direct Persuade Plan Motivate Control Listen Coordinate Influence Authoritarian Charismatic Problem Solving Mentor Logistics Coach Seeks Comfort Seeks Risk Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 10. What do you do? Organize A Inspire B Direct Persuade Plan Motivate Control Listen Coordinate Influence Authoritarian Charismatic Problem Solving Mentor Logistics Coach Seeks Comfort Seeks Risk Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 11. Are you Managing or Leading? Manager Leader Organize Inspire Direct Persuade Plan Motivate Control Listen Coordinate Influence Authoritarian Charismatic Problem Solving Mentor Logistics Coach Seeks Comfort Seeks Risk Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 12. Are you Managing or Leading? Manager Leader Leaders think strategically Mangers act tactically! Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 13. Lead… don’t Manage! Manager Leader Leaders inspire Mangers require! Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 14. Agenda Background Leaders not Managers Characteristics Assessment IT Service Management Components Vision Recap and Closing Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 15. The Pillars of Successful ITSM People Process Tech Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 16. The Pillars of Successful ITSM People Process Tech Management Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 17. The Pillars of Successful ITSM Leadership People Process Tech Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 18. The Pillars of Successful ITSM Leadership People Process Tech Management Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 19. Undermining your ITSM Managers Leadership People Process Tech Management Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 20. Undermining your ITSM Managers Peo ple Peopleople Process Pro Tech Pe Process cess T ech Tec h Man age Management Managemme n ent t Leadership Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 21. Tactics Successful Unsuccessful • Inspired to achieve • Motivated by fear • Supported in failed attempt • Blind Conformance • Willingness to Change • Protectionism • Common Sense Design • Process for Process Sake • Tactical Implementation • ITIL-topia • Strategic Design • It’s a framework??? • Scale/Org. Appropriate • Big Bang Implementation • Consolidation • Continued Data Sprawl • Compound Initiatives • A Faster Wrong Solution Lead ITSM cultural transformations they cannot be mandated! Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 22. Agenda Background Leaders not Managers Characteristics Assessment IT Service Management Components Vision Recap and Closing Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 23. Focus is Relative Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 24. Your Challenge Leaders Within Identify leaders within the team, department, company Utilize what motivates them, not you Empower, Delegate and Provide “Air Cover” Environment of Success “It’s possible for me to do my best” Teaching & Learning attitude Importance and reward Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 25. Lead vs. Manage M – Manifest L – Leverage A - Administer E - Energize N – Nag A – Assure A - Arrange D - Direct G - Gauntlet E - Edict Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 26. Inspirational Leader You cannot manage men into battle. You manage things You lead people. Rear Admiral Grace Hopper Retired US Navy Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved
- 27. Thank You! www.k2sg.com Leading the ascent… …to the peak of Service Management Carlos Casanova Email: cc@k2sg.com Blog: http://blog.k2sg.com Web: http://www.k2sg.com Tel: 401.286.4186 @CarlosCasanova http://www.cmdbimperative.com Copyright © 2013 K2 Solutions Group, Inc. All Rights reserved 27
- 28. ITSM Academy Affiliates © ITSM Academy 28
Editor's Notes
- Lead success, don’t manage failure! The virtues of successful executives are those that express confidence, trust, stability and leadership. These virtues are not things that come with an executive title but more importantly are gained by the job they actually perform and honest relationships they foster. We see today, television shows that go to the extreme of inserting the most senior individuals undercover amongst the rank and file of their organizations to once again capture the pulse of the business which they have lost. A pulse that once gone, could be the catalyst that leads to the demise of a great organization. Embarking on the Service Management path requires executives to be fully committed to the cultural transformation they are asking of their organization. They must be active participants in that journey much like the captain of ship in rough waters. They cannot be bystanders mailing in instructions from afar on how to avoid the turbulent waters, an approach that will surely run the ship aground. In our session, we will discuss some challenges that organizations encounter when implementing a Service Management strategy while identifying tell tale signs of where a program might be going astray. We will talk about how crafting the delicate balance between People, Process and Technology can be the difference between success and failure. Lastly, we will review some tactics that will help to avoid making classic and typically fatal program mistakes. The session will prove to be valuable only with the audience’s participation and viewpoints so everyone is asked to think of the characteristics that have been successful and unsuccessful in the past so that they can engage in the discussion with their peers.
- Last Update: 8/28/2012
- MetLife – IT Planning in PMO for $3.4B IPO Two previous companies One generated ~$3M in annual revenue in 2 nd year Value based: Not looking to take over. Just educate and move on.
- When presented with a new challenge by your superior… When you see opportunity to take the initiative on something for your superior…. Do you take into account whether they are a Leader you follow or a Manager you work for?
- More characteristics like Creativity. Words are NOT specific to any one person on slide
- Management focuses on work. Leadership focuses on people.
- Management focuses on work. Leadership focuses on people.
- We need both. But are you performing the role your organization needs you to?
- Management focuses on work Assigns blame Takes Credit “ I” kept it on-time / on-budget Leadership focuses on people Takes blame Gives Credit “ They” delivered on-time / on-budget
- Are your subordinates following your direction OR executing your orders?
- Management is the foundation on which everything is built
- Leadership sets the direction… It’s an Arrow pointing in the direction you need to go
- You need the Pillars sitting on a solid foundation with a clear direction of where to head
- Think about those images of rockets on TV toppling over and exploding TOO MUCH thrust from underneath
- When leadership undermines the foundation, it’s like trying to push a rope You have no idea which direction it’s going to head in
- Culture and cultural transformation is embedded in ALL aspects of an ITSM adoption
- Leaders Within > Unfound leaders at all levels waiting for the opportunity > Challenge, sense of worth, learning, personal dev., autonomy, pay, praise, promotion opportunity (Money and promotion usually rank low when all things are considered ) > Make sure they know you have their back. Will stand with them and not throw them under the bus Environment of Success > Do people feel they have a chance of actually doing their best or will the culture prevent it? > They need to feel they have opp to learn from mistakes. Encourage them to share what they learn > People must feel they’re important to the success. Reward them with greater challenges (that they want)
- We need both to succeed If you “manage” to often, you may no long be viewed as a leader If you need to, manage in private to protect your “leadership” image
- Born in 1906 Graduated 1928 from Vassar College with Mathematics Degree ( Women gained right to vote in 1920 ) Master and Doctorate from Yale University. PhD in 1934 ( 1862 – 1934, only 1,279 PHDs had ever been awarded ) Voluntarily joined WAVES (Women Accepted for Volunteer Emergency Service, a part of the U.S. Naval Reserve) in 1943 Commissioned a Lieutenant (Junior Grade) 1944 and assigned to the Bureau of Ships Computation team at Harvard to work on Mark I Computer 1945 – Age of 40 - WWII ends and she has to leave active duty because of age but remained in reserves 1945 - Continued working at Harvard on Mark Computer series One day a computer failure had Hopper and her team baffled. Finally they opened the machine -- a moth had gotten inside! Hopper taped the offending creature into her log book and noted beside it, "first actual bug found." She is credited with the terms "bug" and "debug" for computer errors and how to fix them. 1949 – Joins J. Presper Eckert and John Mauchly and helps develop Univac, a computer that recorded information on high-speed magnetic tape versus punch cards 1966 - Retires as Commander from Naval Reserve 1967 - Recalled to active duty and assigned to the Chief of Naval Operations' staff as Director, Navy Programming Languages Group 1969 - She was voted "Man of the Year" by the Data Processing Management Association 1973 - Promoted to Captain, Commodore in 1983 and Rear Admiral in 1985 1992 - Passed away at 85 while still serving as a senior consultant to Digital Equipment Corporation 1997 - The USS Hopper is commissioned and named in her honor. 1953 – Invents Compiler ( translates English instructions to Machine instructions ) She did this, she said, because she was “lazy” and hoped that “the programmer may return to being a mathematician.” Her work on compilers and on making machines understand ordinary language instructions led ultimately to the development of the business language COBOL. http://www.pbs.org/wgbh/aso/databank/entries/btmurr.html If she was NOT a Leader, could she has succeeded as she did in a time that women were still NOT very well regarded in business and military?
- Last Update: 3/1/2011