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The SM Congress Call to Action

Posted By Jason Stonehouse, Tuesday, November 19, 2013

Thank you everyone who was able to join our presentation this morning, especially in light of the early hour and the technical glitches.  

Here's an updated copy of the SM Congress presentation from our LIG meeting on November 19, 2013.

 SM Congress Call to Action

Video that Patrick Bolger recorded at Fusion 13:

ITSM Podcast with itSMF USA Board Member Charlie Araujo:

The SM Congress website

itSMF USA endorses the SM Congress Call to Action

Podcast link: ITSM Weekly (Rest of the World) from October 31, 2013 - The SM Congress

Download File (PPTX)

Tags:  smcongress 

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New England itSMF LIG Leadership Team Call for Nominations!

Posted By Jason Stonehouse, Thursday, October 10, 2013
The New England itSMF LIG is calling all members to step up and consider becoming even more active in our LIG by becoming a member of the Leadership Team. We have the following opportunities to serve on the elected leadership team: 

President – Elect: This leadership role participates in the development, growth and planning of the LIG, is mentored by the President and serves in the absence of the President. The individual elected to this position will become the President at the end of their term as President-Elect. In addition, this role supports the committees and event functions, assisting in planning and volunteers at LIG events. The average time commitment for this position is 3 – 5 hours per month.

Secretary: This leadership role maintains the records of the LIG, to include correspondence, meetings, proceedings and records. The individual elected to this position will manage the distribution and maintenance of meeting agendas, minutes, pre- and post- event activity summaries, planning sessions and leadership decisions. Where necessary, the Secretary will submit requisite information to itSMF USA Chapter resources, to include but not limited to expense reports, release forms and event attendance reports. This role is elected to serve for a two year period. The average time commitment for this position is 3 – 5 hours per month.

All LIG Leadership team members must be voting members of itSMF USA in good standing. 

LIG Leadership team members must sign the Chapter’s Leaders Code of Ethics and Affiliation Agreement.

Our Election Schedule
  • Nomination forms will be accepted 7 October through 27 October, 2013
  • Member & Student voting period begins 1 November and ends 15 November, 2013
  • New leadership team members will be announced 21 November 2013
Please consider volunteering in a greater capacity. Click below to get your nomination form and submit today. Your community needs you !
Nomination forms and roles and responsibilities are attached below. If you'd like to learn more about any of the roles, please let me know and I'm happy to talk further with you.

Thank You, 
Jason Stonehouse
New England LIG, President

Don’t forget to vote for the ITSMF USA Chapter Board elections!

 Attached Files:

Tags:  elections 

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11 Simple Concepts to Become a Better Leader

Posted By Kesval Govender, Tuesday, April 9, 2013

11 Simple Concepts to Become a Better Leader:

Dave Kerpen is the New York Times bestselling author of two books.

CEO, Likeable Local, NY Times Best-Selling Author & Keynote Speaker.

Being likeable will help you in your job, business, relationships, and life. I interviewed dozens of successful business leaders for my last book, to determine what made them so likeable and their companies so successful. All of the concepts are simple, and yet, perhaps in the name of revenues or the bottom line, we often lose sight of the simple things - things that not only make us human, but can actually help us become more successful. Below are the eleven most important principles to integrate to become a better leader:

1. Listening
"When people talk, listen completely. Most people never listen." - Ernest Hemingway
Listening is the foundation of any good relationship. Great leaders listen to what their customers and prospects want and need, and they listen to the challenges those customers face. They listen to colleagues and are open to new ideas. They listen to shareholders, investors, and competitors. Here's why the best CEO's listen more.
2. Storytelling
"Storytelling is the most powerful way to put ideas into the world today." -Robert McAfee Brown
After listening, leaders need to tell great stories in order to sell their products, but more important, in order to sell their ideas. Storytelling is what captivates people and drives them to take action. Whether you're telling a story to one prospect over lunch, a boardroom full of people, or thousands of people through an online video - storytelling wins customers.
3. Authenticity
"I had no idea that being your authentic self could make me as rich as I've become. If I had, I'd have done it a lot earlier." -Oprah Winfrey
Great leaders are who they say they are, and they have integrity beyond compare. Vulnerability and humility are hallmarks of the authentic leader and create a positive, attractive energy. Customers, employees, and media all want to help an authentic person to succeed. There used to be a divide between one’s public self and private self, but the social internet has blurred that line. Tomorrow's leaders are transparent about who they are online, merging their personal and professional lives together.
4. Transparency
"As a small businessperson, you have no greater leverage than the truth." -John Whittier
There is nowhere to hide anymore, and businesspeople who attempt to keep secrets will eventually be exposed. Openness and honesty lead to happier staff and customers and colleagues. More important, transparency makes it a lot easier to sleep at night - unworried about what you said to whom, a happier leader is a more productive one.
5. Team Playing
"Individuals play the game, but teams beat the odds." -SEAL Team Saying
No matter how small your organization, you interact with others every day. Letting others shine, encouraging innovative ideas, practicing humility, and following other rules for working in teams will help you become a more likeable leader. You’ll need a culture of success within your organization, one that includes out-of-the-box thinking.
6. Responsiveness
"Life is 10% what happens to you and 90% how you react to it." -Charles Swindoll
The best leaders are responsive to their customers, staff, investors, and prospects. Every stakeholder today is a potential viral sparkplug, for better or for worse, and the winning leader is one who recognizes this and insists upon a culture of responsiveness. Whether the communication is email, voice mail, a note or a a tweet, responding shows you care and gives your customers and colleagues a say, allowing them to make a positive impact on the organization.
7. Adaptability
"When you're finished changing, you're finished." -Ben Franklin
There has never been a faster-changing marketplace than the one we live in today. Leaders must be flexible in managing changing opportunities and challenges and nimble enough to pivot at the right moment. Stubbornness is no longer desirable to most organizations. Instead, humility and the willingness to adapt mark a great leader.
8. Passion
"The only way to do great work is to love the work you do." -Steve Jobs
Those who love what they do don’t have to work a day in their lives. People who are able to bring passion to their business have a remarkable advantage, as that passion is contagious to customers and colleagues alike. Finding and increasing your passion will absolutely affect your bottom line.
9. Surprise and Delight
"A true leader always keeps an element of surprise up his sleeve, which others cannot grasp but which keeps his public excited and breathless." -Charles de Gaulle
Most people like surprises in their day-to-day lives. Likeable leaders underpromise and overdeliver, assuring that customers and staff are surprised in a positive way. There are a plethora of ways to surprise without spending extra money - a smile, We all like to be delighted — surprise and delight create incredible word-of-mouth marketing opportunities.
10. Simplicity
"Less isn't more; just enough is more." -Milton Glaser
The world is more complex than ever before, and yet what customers often respond to best is simplicity — in design, form, and function. Taking complex projects, challenges, and ideas and distilling them to their simplest components allows customers, staff, and other stakeholders to better understand and buy into your vision. We humans all crave simplicity, and so today's leader must be focused and deliver simplicity.
11. Gratefulness
"I would maintain that thanks are the highest form of thought, and that gratitude is happiness doubled by wonder." -Gilbert Chesterton
Likeable leaders are ever grateful for the people who contribute to their opportunities and success. Being appreciative and saying thank you to mentors, customers, colleagues, and other stakeholders keeps leaders humble, appreciated, and well received. It also makes you feel great! Donor's Choose studied the value of a hand-written thank-you note, and actually found donors were 38% more likely to give a 2nd time if they got a hand-written note!

The Golden Rule: Above all else, treat others as you’d like to be treated
By showing others the same courtesy you expect from them, you will gain more respect from coworkers, customers, and business partners. Holding others in high regard demonstrates your company’s likeability and motivates others to work with you. This seems so simple, as do so many of these principles — and yet many people, too concerned with making money or getting by, fail to truly adopt these key concepts.
Which of these principles are most important to you — what makes you likeable?


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CSI: New England

Posted By Jason Stonehouse, Thursday, February 21, 2013
Updated: Thursday, February 21, 2013

Thanks to every who turned out for our first LIG event of 2013, and a special thanks to our panelists, Eveline Oehrlich of Forrester Research and Scott Alan Duquette of Mass Mutual. Picking up from today's conversation;

  • How is your organization addressing the objectives of continual service improvement?
  • How are you structured to support CSI? Do you have permanent roles, make use of special project teams, or a hybrid of the two?
  • What are the metrics and KPIs that you're tracking? are the helping?
  • What's your biggest CSI challenge?

Continual service improvement needs to deliver value to your business, whether that is supporting students and faculty in a higher ed institution or delivering services to other large companies, and allowing them to grow. One of the biggest risks in starting a CSI program is that the metrics become the objective, rather than a measure of how you're doing. How have you addressed this challenge?

Tags:  csi  ITSM  itsmf_ne events 

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Everyone else is already doing it…

Posted By Jason Stonehouse, Wednesday, January 30, 2013
In the months since Fusion12 in Dallas, there has been one phrase that has stuck in my mind more that all others. "Whether they accept it or not, all organizations are doing service management processes." While there's a good bit of truth in that statement (after all, what business does have unplanned interruptions, make changes, or even do any financial management?), there's one element of the service lifecycle that I've seen many organizations miss, and that's continual service improvement.

From a service lifecycle perspective, the key difference between successful businesses and those that are stagnant (and, as a result, losing ground to competitors) is the willingness to regularly revisit their processes and revise or even rewrite them. Many organizations look at "implementing ITIL" as a project; something with a beginning, middle, and an end. They'll pour significant resources into creating binders and trainings and tools that given them more metrics and visibility into their incidents, changes, and service catalog than they ever imagined. Once done, they'll celebrate the launch and watch the metrics (and, if they're lucky, the accolades) stream in on dashboards galore. Then, in a year or two, the whole thing will become routine and employees from the service desk to leadership will be so comfortable that they'll stop following every step of the process ("My change is so small it doesn't really need a risk assessment.") and continual service improvement will be forgotten.

Continual service improvement is not a finite process. The goal isn't implementing a tool or a process; it's changing an organization's DNA. This is disruptive, and can be very intimidating for organizations that see their own processes as immature. Undertaking the tasks of formalizing an incident management process, creating a change process, or building a service catalog can be expensive and time consuming. Once these are started, there's the effort of managing them. Where can a organization that's already stretched thin find the resources to undertake the persistent effort needed for continual service improvement?

Come join us for a practitioners' round-table on Thursday, February 21 as we discuss how our organizations are addressing the need for continual improvement, in the face of scarce resources and growing operational needs. How do you sell the value of service management? Have you found a way to effectively sell the business value of improved process?

Tags:  csi  itsmf_ne events  process improvement 

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