A "Frank" Conversation
By Peter J. McGarahan, Founder and President, McGarahan & Associates

Senior IT Executive: Hello Frank, how are you? Long time no see – when was the last time we saw one another?

Frank: Hello Sir - the last time you asked me how we could “take one for the team.” You asked us to have the help desk handle more responsibilities, increase shift coverage, improve service levels and give up 2 FTEs to the Level-2 desktop team.

Senior IT Executive: Ah yes, I remember it well! Those 2 guys did a great QA job for us. Too bad we had to let them go after the project was completed. Listen, how is the help desk doing?

Frank: Well sir, with 2 FTEs short and increased call volume, coverage and services – I am proud to announce that we are still meeting our service level commitments. But my team is tired! They are really going over and above not to let our customers suffer.

Senior IT Executive: That’s great Frank! I knew you wouldn’t miss those resources. By the way, we have to reduce our production control headcount. I was thinking about having your team monitor the critical systems, run batch jobs and mount tapes. You know, while they “hang out” and wait for the phones to ring. Great idea huh?

Frank: You certainly are an idea-man sir! It will be difficult to staff all three shifts, carry out all of current responsibilities, and keep service levels steady. Occasionally we have unplanned absences, any chance of incurring overtime?

Senior IT Executive: Absolutely Not!!!!!! Out of the question – I would expect you to come in and cover the shift yourself, rather than pay overtime – understood?

Frank: Yes sir! Too bad - we were really making some good progress with our continuous improvement quality initiatives focused on improving customer satisfaction through total contact ownership.

Senior IT Executive: There you go with that best practice mumbo-jumbo again Frank. You make me resent sending you to that help desk conference. Ever since you have been back – you have been an outsider looking in. You don’t understand – we are DIFFERENT here. Your best practices don’t apply to the way we do business. Have you seen those new mobile devices we rolled out to the field?

Frank: No sir. Do you know if they are they using the new devices? Do you know if it has had an impact in the way they work? Is there a before and after success story we can share? Do you happen to have one?

Senior IT Executive: Hold on Frank, as usual - you ask too many questions. Must be your help desk background! The project was a huge success – we were on-time, under-budget and I was able to secure myself a mobile device – here it is. Nice, Huh! As far as the other questions, please don’t bother me with the details. We are once again delivering another valuable technology enabled business initiative involving leading-edge technology. Exciting huh?

Frank: Is it a pilot/prototype?

Senior IT Executive: No Frank, we are going industrial strength right from the get go!

Frank: Do you think you could convince the project managers/developers to follow the transition and turnover plan this time around?

Senior IT Executive: Frank, please be more realistic. Those guys are too busy making these technologies work. They don’t have time to concern themselves with plans and what happened after they turn it over to the customer.

Frank: You mean help desk, right?

Senior IT Executive: whatever Frank!

Frank: It just seams like we are always the team that suffers and even though everyone talks a good game about making the help desk successful – no one delivers.

Senior IT Executive: Frank, don’t get emotional on me! I could have you water-boarded for a comment like! You have to remember that I was once a desktop technician, project manager and lead technologist in charge of “tinkering with technology”. In addition, I have single-handedly created most, if not all of the processes, procedures and policies around this place! When you tell me they are broken, outdated or not working – I take that personally!

Frank: Yes sir, my apologies. You did an outstanding job. I see no obvious reason to change.

Senior IT Executive: Frank, I was thinking about leaving my office for a brief moment next month, any suggestions on where I should go?

Frank: Well sir, my first answer would get me water boarded again, but my second suggestion would be to come down to the help desk, say hello to the team, listen to a few calls, and say a few positive words about their performance over the past few months. What do you think?

Senior IT Executive: You know Frank; I think I have a doctor’s appointment that day. I have been looking forward to getting a complete physical. How about next year?

Frank: Let me know sir, we are always here for you and our customers. See you next year. Thank you for your support.

Editorial:
There should be a core belief and value system in every leader to inherently do the right thing for the business, customers and people. Every leader should challenge their perspective, conventional wisdom and the reason for doing anything that doesn’t add business value. Leaders should be in relentless pursuit of the truth and the facts that support the business case for doing anything that costs money. In the end, it comes down to building trust, credibility and relationships. Service and Support leaders have the responsibility of being the ‘voice of the customer’. It’s often not a popular position. As standard bearers for the customer perspective, we frequently hold up the mirror to the IT organization. Customer satisfaction is the quality metric that tells you if the other metrics are relevant to the customer experience. As my friend and respected colleague Gary Lemke stated in his column entitled Our Take, that “doing right by the customer and doing right for the customer is JUST THAT SIMPLE. If so, why do we make it so hard?