HDI Capital Area meeting slides and keynote presentations.

1. Welcome!
HDI Capital Area Local Chapter
Vendor Fair and Networking Event
October 23, 2015

2. Welcome!
Updates from HDI Corporate and
HDI Capital Area Local Chapter
October 23, 2015

3. What’s Hot at HDI
• KCS Foundation and KCS Principles Bundle (ends 10/30):
- The KCS Standard and Self-Study Guide ($29 value)
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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!
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5. ©2014 HDI. All rights reserved.
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.

6. Thank You HDI CA 2015 Sponsors!!

7. 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

8. Bobsleds, Butterflies,
and Breakfast Cereal
Realizing More of Our Potential

12. Bobsleds,
Butterflies, and
Breakfast Cereal
The Principles of Growth May be Taught.
The Desire for Growth Must be Caught.

13. https://youtu.be/vmuqm1d8HAQ
Peanut Butter Cheerios Commercial
#howtodad or #howtoLEAD J

14. A Flash of Insight &
Leadership

19. Flexible
FUN
Motivated
Enthusiastic
Pleasant
Happier
Confident
Contributors
Energetic
Creative
Team Players
Understanding
Resilient
Fluid
Engaged
Positive
Persuasive
Influential
Open to Change

20. 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.

21. 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
+

22. 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
+

24. “Nothing is so
contagious as
enthusiasm.”—Samuel Taylor Coleridge
Has anyone caught yours lately?

25. www.kirkweisler.com

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

28. 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

29. “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”

35. 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

39. 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 ra
to see their direct supervisor fired

40. 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%

41. 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:

42. It’s an Incident Dr. Watson
Developed by Rick Joslin
HDI Executive Director, Certification & Training
rjoslin@thinkhdi.com

43. The Facts and Nothing but
the Facts
43

44. Follow the Evidence
44

45. The Call Comes In
The call is answered quickly and
45
a first responder
is assigned.

46. Classification
• What type of crime?
• Whose jurisdiction?
• What is the priority?
• What is the
severity?
• Is this a known
problem?
46

47. Initial Response
• Safety
• Emergency
Care
• Establish
Control
47

48. Secure the Scene
• No more changes
48

49. Record Evidence
• Document the symptoms
49

50. Collect Evidence
• Listen to the customer
50

51. Interview Witnesses
• Ask their name
• Use empathy
skills
• Begin with open
ended questions
• Use their name
• Paraphrase for
understanding
51

52. Record the Data
• Who?
• What?
• When?
• Where?
• How?
• Why?
You don’t know what
might be important.
52

53. Seek to Understand What We
Know
• Search the Knowledge Base
53

54. Ask Clarifying Questions
• Use closed ended
questions
• Confirm what you
heard
• Get another
perspective
54

55. Analyze the Evidence
• Search the
Knowledge
Base again
55

56. Return to the Scene
• Get a closer
look at the
evidence
• Verify the
evidence and
witness
statements
56

57. Consider Possible Motives
• Establish a list of
possible causes
57

58. Test the Most Probable
Causes
• Consider
frequency of
occurrence and
the cost of the
test
• Don’t overlook the
simple stuff
58

59. Call Your Backup - Get Help
59
• Are special skills
needed?
• Does the severity
require escalation?

60. Resolve and Recover
• Emergency Care
comes first
• Stop the pain
• Get the customer
back to work
60

61. Incident Closure
• Confirm
Resolution
• Capture or
Update the
Knowledge
• Document
Actions
61

62. Incident Ownership
• Monitor, track, and communicate status
62

63. 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

64. 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: January 2000 by the US ACorney General
64

65. 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

66. 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

67. 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

68. Death to the Term
“Soft Skills”
Why Writing is an Essential
Hard Skill for Support
Professionals
October 23, 2015
Leslie O’Flahavan, E-WRITE

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

70. An$actual$so3$skill?$
Taking$this$kind$of$
picture…$

71. Usually,$massage$is$a$“so3$skill”$

72. If$it$were$
possible$to$get$a$
job$holding$cats$
gently,$that$
would$be$a$so3$
skill$

73. 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$skills$

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

75. It$is$dismissive$It$is$vague$

76. 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$$
11. Influence$and$persuasion$$$$
12. NegoHaHon$$$$
13. Networking$$
$

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

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

79. 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$

80. 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$Headlington$

81. 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$

82. 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$

83. Explain$how$to$complete$a$task$

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

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

86. 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.$

87. “Big$picture”$vs.$“small$picture”$wriHng$skills$
• Big$picture$=$more$than$one$way$to$be$correct$
• Small$picture$=$only$one$way$to$be$correct$

88. 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$$
$
$

89. Questions? Comments?
Contact:
Leslie O’Flahavan, E-WRITE
Leslie@ewriteonline.com
301-989-9583
www.ewriteonline.com
@LeslieO