Digital Leadership for Humans Barclay Rae

Transcription

1 Digital Leadership for Humans Barclay Rae

2 This session What is leadership, and how is it more than just management? How do you develop leadership skills and competencies? Can everyone/anyone be a leader? How can organizations develop and leverage their people, skills, and competencies to improve business performance? Barclay Rae Service Management Consultant since 1994 Writer and analyst Director EssentialSM ITIL4 Lead Author Team member ITIL Practitioner co-author Director (ex CEO), itsmf UK SDI Associate and auditor SDI standards co-author

3 Agenda Background 1 Leadership 2 Communication 3 Automation 4 Supporting people 5 New models and ways of working 6 Relationships 8 How do we change? 9 Summary Context IT Service Management is at a critical crossroads. Roles and skills constantly change Vocational disciplines must keep developing to meet changing needs People need to develop to meet changing needs and new opportunities New people and skills are often needed Staying relevant is a never ending task

4 What s changing? The role of IT needs to evolve, from: Systems to Service provider Engineer to Retailer Geek to Broker 1 Leadership - What is Leadership? Leadership is a process of social influence, which maximises the efforts of others, towards the achievement of a goal.. (Kevin Cruse)

5 What is Leadership? Its not just Managing people, or being a manager Its not: Title not just a manager Role not just managing people or a product Attributes charisma, forcefulness, influence Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal. (Kevin Cruse) Developing Leadership skills

6 Who can be a leader? Leadership for organisations Culture how things are done here Set the tone Sense and respond Transparency, collaboration, openness..? Mentoring, buddying, career development? Leadership programmes?

7 Culture where are you? 2 Communication Communication is a 2-way process We are all communicating all the time There is no single way of communicating Timing and frequency matter The message is in the medium

8 3 Automation, Robots, AI Automation is key to improve service quality and help remove technical debt Classic automation can be seen in request management, event management, where manual and error prone tasks can be managed more quickly. This also frees up people to do more useful and interesting work 3 Automation, Robots, AI Chatbots are hyped everywhere these are still years away from being effective in e.g. IT Service Desks Automation is useful in very specific areas e.g. to manage large call queues, routing etc. Any RPA/AI/Robotics and automation requires excellent data quality knowledge, configuration management etc. Most IT organisations are not ready with this. We must focus on the areas where we can add value as humans, in areas where robots can t

9 4 Supporting people We support people not just technology Success depends on our ability to interact productively, positively and professionally with people This involves collaboration: Between people Across teams and IT departments Beyond IT departments With partners 5 Models

10 Models Known stuff ITIL COBiT ISO20K SDI/HDI TOGAF Models Known stuff ITIL COBiT ISO20K SDI/HDI TOGAF New stuff DevOps Agile VerISM Lean SIAM BRM IT4IT

11 New Models Useful focus on key skills and roles plus organisational capabilities and requirements Some useful new models (e.g. BRMi Order take to Strategic Partner) Some very useful content and training IP Institute and membership focus Events plus, Devops days, DASA, LEAN Agile Association, DOI, How do we choose? 6 Relationships

12 Communication Communication is a 2-way process We are all communicating all the time There is no single way of communicating Timing and frequency matter The message is in the medium Relationships It takes 2 to make a successful relationship it s a 2 way process Proximity and intimacy mean we are all communicating all the time We need to be creative - there is no single way of communicating We need to understand what work and when for our partners - timing and frequency matter Attitude and positivity can t be digitised - the message is in the medium

13 7 Skills We need to develop People - not simply follow frameworks IT professionals must develop a broad set of skills and competencies. People Skills! Many of the issues that we face still rely on people, relationships and business focus, and no single model can ever be expected to deliver this. These include a broad variety of capabilities for communications, personal interaction, leadership, influencing, mentoring and good business skills. With more potential automation the scope for human interaction is reduced and this also means that actual interactions between people must be excellent.

14 Soft or Hard? We talk about soft skills as if these were easy, fluffy, inferior, or unimportant Soft Skills?! Relationship building Maintaining customer focus Delivering great communications skills Demonstrating business skills and knowledge Building a successful business case Understanding and managing risk Influencing and motivating difficult/resistant people Dealing professionally with varied customer issues Standing up to experienced technical people Being able to calm down angry/difficult people Achieving agreement on difficult issues Keeping up to date on new developments Procuring/negotiating contracts Managing budgets/finance Being positive and resourceful

15 How do we gain these skills? It doesn t matter how Good comms and leadership are universal The paths to the new competencies are varied there is no single way Look outside the IT/ITSM bubble for new people and new skills 8 How do we change?

16 How do we change? 8 How do we change? Use tools e.g. 5 dysfunctions of a team to build, trust, attention to results, accountability, harmony Organisational Change Management e.g. Cotter Use the best bits of the models e.g. BRM Maturity model, key skills etc Don t use the models as crutches/props

17 5 dysfunctions of a team. Patrick Lencioni 8 How do we change? Focus on competency and soft skills development Encourage open, collaborative new ways of working transparency, visibility, swarming, CSI Develop people-based competencies, skills and career development Use collaborative projects to develop teams and teamwork SLM/Catalogue, CX

18 The new Service Manager Tomorrow s industry leaders need knowledge of: Organisational change and people development Key business knowledge/skills Contract and supplier management Supply and demand management Marketing and communications Relationship management Contract negotiation The CIO digital leader Stepping up and on to CEO Must challenge and disrupt IT Has to demonstrate value Must promote good governance Needs to sense and respond Needs support and trusted data Must clarify that: IT can t do it all

19 Challenges for employers Defining a (digital) service management profession Creating a career path for service management professionals Helping HR to understand roles and opportunities How to establish reward and recognition LESSONS LEARNED Digital Leadership Focus on competency and soft skills development Encourage open, collaborative new ways of working transparency, visibility, swarming, CSI Develop people-based competencies, skills and career development Use collaborative projects to develop teams and teamwork SLM/Catalogue, CX

20 KEY TAKEAWAYS IT involves technical disciplines. IT is a business function People in IT need to embrace both to stay relevant - T shaped model for skills Don t use Models as crutches/props Keep learning - use new ideas. Don t forget the stuff that works Be a leader promote new skills and learning THANK YOU! Barclay bjr@barclayrae.com

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