Unlocking The Human Element in IT And Service Management

Unlocking
the Human
Element
UNLOCKING IT EXCELLENCE
A book based on the Ticket Volume Podcast
2

Table
of Contents
Introduction by Matt Beran 9
The rising importance of people in IT 11
The humanization of ITSM 14
Leadership styles and their impacts 16
Complexity of metrics
Principles and practices: The bedrock of servant
leadership in ITSM
The benefits of servant leadership
The missing dimension: 36
Understanding user sentiment in IT Service Management
Why user sentiment matters
The benefits: From emotional engagement to business success
Practical steps to incorporate user sentiment in ITSM
1. Start with a pilot program
2. Incorporate open-ended questions in surveys
3. Leverage sentiment analysis tools

4. Train your team on emotional intelligence
5. Establish a sentiment dashboard
6. Conduct regular review meetings
7. Iterate and adapt
The future is human-centric 45
The balance is essential

Unlocking
the Human
Element
A book based on the Ticket Volume Podcast

9
Introduction
Introduction by
Matt Beran
Here’s an epiphany that anybody who works in IT for
long enough will eventually arrive at: technology is not
just about the software, the code, or even the shiny new
gadgets. It’s about people. Every click, every support
ticket, and every automated process connects back to
human beings at the other end of the equation. That
profound understanding brings us to the next stepping
stone on our shared journey: “Unlocking the Human
Element in IT and IT Service Management.”
In the many conversations I’ve had on the Ticket
Volume podcast, it has become undeniably clear that the
gears of our industry are oiled by the sweat, tears, and
aspirations of dedicated individuals. While our previous
book concentrated on the experiential aspect, this vol-
ume aims to peel back another layer, revealing the hu-
man components that underpin the entire IT ecosystem.
Leadership isn’t just about steering the ship; it’s about
empowering the crew to navigate even the fiercest
storms. Our discussions on servant leadership and hu-
man investment will not only offer you different leader-
ship styles to consider but also underscore the massive
impact these approaches have on team engagement
and performance.
What use is top-notch technology if it doesn’t resonate
with the people it’s meant to serve? Our chapters on the

10
Introduction
incorporation of user sentiment and the delicate balance
between technology and human touch in service deliv-
ery aim to remind us that technology should be an en-
abler, not a barrier, to authentic human interaction.
My goal with this second installment of the Unlocking
IT Excellence series is to deepen the dialogue initiated
in our podcast. It’s not just about providing answers but
about asking the right questions that spur us to chal-
lenge conventions and seek innovative solutions. This
book serves as a grounding force. It emphasizes that as
we adapt to new digital frontiers, the “human element”
is not just a nice-to-have; it’s an essential ingredient for
sustainable success. I invite you to delve into these pag-
es, embracing the different dimensions of the human el-
ement that breathe life into our tech-heavy world.
So, as we move forward, let’s not lose sight of what
truly powers our industry: people. Their desires, their
frustrations, their ambitions – they all converge to form
the soul of IT and Service Management. I am thrilled
to present “Unlocking the Human Element,” as both an
affirmation and an exploration of this critical yet often
overlooked aspect of our field.
Cheers to embarking on this next leg of our journey
together. To recognizing, celebrating, and leveraging the
irreplaceable human element that enriches our industry.
Here’s to our collective human spirit and the insights, the
revelations, and the boundless possibilities it brings.
Welcome to the second volume of the Ticket Volume
series – “Unlocking the Human Element in IT and IT
Service Management.”

11
Chapter
1:
The
rising
importance
of
people
in
IT
The rising importance of
people in IT
In the past, ITSM often felt like entering a maze. You
had processes within processes, a plethora of tools that
promised to “optimize” or “streamline,” and an alphabet
soup of jargons that often left people scratching their
heads. While all of these elements had their place, this
approach had a significant blind spot – it largely ignored
people, both the professionals managing services and
the end-users benefitting from them. In essence, hu-
mans were cogs in a machine, often secondary to pro-
cesses and tools.
But times are changing, and for the better. As technol-
ogy has rapidly evolved, so has our understanding of its
limitations and its potential.
CHAPTER 1
We’ve realized that technology alone, no matter how
advanced, can’t fulfill the growing demands for per-
sonalized, efficient, and meaningful experiences.
That’s where the human element comes into play. It’s
not just the code but the coder; not just the service desk
but the empathetic professional behind it; not just the
end-user but their overall experience and sentiment.
Gone are the days when IT was just a support func-
tion, hidden away in the basement next to the server
room. Today, IT is in the boardroom, contributing to stra-
tegic decisions and actively shaping the direction of the

12
Chapter
1:
The
rising
importance
of
people
in
IT
company. This shift reflects the increasing awareness
that technology alone isn’t the magic bullet. What de-
fines real value is how people – be it the IT professionals,
employees, or customers – interact with that technology.
AnothercriticalaspectistheroleofITasan“Experience
Designer.” It’s not just about keeping the lights on any-
more; it’s about creating an environment where both
employees and customers feel empowered, understood,
and valued. With tools ranging from user-friendly applica-
tions to AI-driven support bots, IT professionals are now
curators of holistic experiences. They need to think not
just in terms of uptime but in terms of “quality time” that
users spend interacting with their systems and services.
Soft skills like empathy, communication, and collabo-
ration are becoming just as valuable as hard technical
skills. Why? Because technology is only as effective as
the people who use it. The IT and help desk staff need to
understand the human element behind every ticket, ev-
ery support call, and every project, because at the end
of the day, IT is a service, and service is about people.
And this impact of IT isn’t just external; it profoundly
affects the employee experience as well. With the ad-
vent of remote working, digital transformation, and a re-
newed focus on employee well-being, IT initiatives are
intrinsically tied to how employees feel about their work.
A well-implemented digital workspace can boost em-
ployee engagement, reduce stress, and contribute to a
more inclusive and positive work culture.
This shift towards a more human-centric approach
in IT is also reshaping the internal culture within IT
departments.

13
Chapter
1:
The
rising
importance
of
people
in
IT
But with this change in mindset, how do we mea-
sure the success of this people-centric IT approach?
Traditional metrics like Return On Investment (ROI)
and Key Performance Indicators (KPIs) are still rele-
vant, but they don’t tell the whole story. New metrics
like Employee Net Promoter Score (eNPS), Customer
Satisfaction Scores (CSAT), and even qualitative feed-
back are gaining importance. These new-age metrics
offer insights into the human side of the equation – how
people feel, what they value, and how they engage with
the technology at their fingertips.
So, as we see the rising importance of people in IT, it
becomes clear that our approach to technology should
not just be about implementing solutions but about en-
riching human experiences, both within and outside the
organization. The spotlight is now on the human ele-
ment, and that’s where it should have been all along.

14
Chapter
2:
The
humanization
of
ITSM
The humanization of ITSM
In earlier times, IT Service Management (ITSM) was
mainly viewed as a reactive function. The primary
goal was to resolve issues and maintain system integ-
rity. However, the contemporary ITSM landscape has
evolved to become proactive and relationship-driven.
This means, it’s not just about providing services any-
more; it’s about building relationships. IT departments
are not just seen as fixers but as partners collaborating
to enhance the quality of work and life for everyone in-
volved. This partnership is made possible by recogniz-
ing the human element in technology.
Understanding the “emotional texture” of user interac-
tions is becoming crucial. While artificial intelligence (AI)
and machine learning are on the rise, emotional intelli-
gence (EI) is equally important in today’s ITSM world. EI
enables IT professionals to understand and interpret the
underlying emotions behind user feedback, frustrations,
or even positive responses. By addressing these emo-
tional aspects, IT can provide solutions that are not just
technically sound but emotionally satisfying.
The humanization of ITSM also means personalizing
services to meet individual needs. Cookie-cutter solu-
tions are making way to more customized experiences.
Whether it’s through user-friendly interfaces, accessible
customer support, or personalized user training, the idea
is to make IT services more aligned with human behavior
and expectations.
CHAPTER 2

15
Chapter
2:
The
humanization
of
ITSM
An empathetic culture leads to more insightful service
design and delivery, turning every interaction into an
opportunity for improvement and growth.
Traditionally, performance in ITSM was measured us-
ing metrics like uptime, network latency, and the speed
of incident resolution. While these are still critical, user
experience (UX) metrics are gaining importance. These
could range from user satisfaction scores and engage-
ment levels to ease-of-use assessments. By paying at-
tention to UX, ITSM is shifting its focus from mere effi-
ciency to overall effectiveness in meeting human needs.
One of the most defining aspects of this humaniza-
tion is the cultivation of empathy within IT departments.
Empathy enables IT professionals to put themselves in
the users’ shoes, understand their challenges, and come
up with solutions that make a real difference.
The ultimate aim of this human-centric shift is to re-
mind us that while IT services are delivered through
machines, they are designed by humans and for hu-
mans. As much as we look forward to advancements
in AI and automation, the irreplaceable human touch is
what will set an organization apart in this increasingly
digital world.

16
Chapter
3:
Leadership
styles
and
their
impacts
Leadership styles and
their impacts
Over the years, the leadership landscape in IT Service
Management has evolved considerably. Gone are the
days when leadership was synonymous with a dictatori-
al style, where leaders solely focused on the bottom line,
crunching numbers, and meeting deadlines at any cost.
While metrics are undoubtedly important, a new era is
dawning – an era that places just as much importance on
the intangible qualities of leadership as it does on KPIs.
As we have mentioned, a key element that is gain-
ing traction is emotional intelligence. This isn’t some
corporate buzzword but a crucial skill set that has re-
al-world implications.
CHAPTER 3
Emotiona Intelligence involves self-awareness,
self-regulation, motivation, empathy, and social skills.
These may sound like qualities one would expect from
a therapist rather than an ITSM leader, but hear us out.
Leaders with high emotional intelligence can better un-
derstand and manage their emotional responses, allow-
ing them to navigate challenging situations more effec-
tively. They’re also better at understanding their team
members’ emotional landscapes, which is vital for cre-
ating a more harmonious, productive work environment.

At the end of the day, we’re dealing with
people who come to each situation in their own
experiential context, their own history, their own
baggage, their own thoughts and belief systems.
And as a leader, you need to be able to work
through and manage those different things,
intricacies of that person, and to apply the
right theory at the right times, and to that right
person, in that right context.
“
NJ ROBINSON
Expert in IT leadership
Click here to
listen to the
full episode

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and
their
impacts
Leadership is far more than just assigning tasks and
tracking performance metrics. Robinson’s quote cap-
tures the essence of a nuanced approach to leadership
– an approach that is sensitive to the complex makeup of
human personalities and backgrounds.
It’s an eloquent way of saying that every person is a
universe, each with their own “experiential context, his-
tory, baggage, thoughts and belief systems.”
The key takeaway from Robinson’s perspective is the
notion of applying “the right theory at the right times,
and to that right person, in that right context.” What does
this mean in practice? It means that cookie-cutter ap-
proaches to leadership simply don’t make the cut.
You can’t apply a one-size-fits-all strategy and expect
to succeed. Leaders need to wear many hats, from that
of a strategist to a counselor, as they interact with team
members. This calls for not just emotional intelligence
but also a high level of social acumen to read cues, un-
derstand underlying issues, and identify the most effec-
tive way to communicate and motivate each individual.
Understanding this complex human puzzle has some
concrete, practical benefits. First, by recognizing and
appreciating the uniqueness of each team member, a
leader cultivates an environment of empathy and re-
spect. People feel seen and valued, which is a power-
Leaders aren’t just directing a faceless workforce;
they’re navigating a labyrinthine terrain filled with in-
dividual psychologies, past experiences, and varied
expectations.

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and
their
impacts
ful motivator. When people feel motivated, they’re more
committed and, consequently, more productive.
Second, this tailored approach to leadership can also
significantly boost job satisfaction levels. When leaders
create conditions that align well with individual team
members’ values, belief systems, and work styles, the
result is a happier, more cohesive team. Satisfaction
doesn’t just improve the workplace atmosphere; it has
tangible benefits like reduced turnover, lower levels of
absenteeism, and even improved customer service.
Happy employees often translate to happy customers,
after all.
At the end of the day, leadership is an intricate art form
that combines the science of management theories with
the human touch. By being attuned to the “intricacies
of that person” and adapting your leadership style ac-
cordingly, you’re not just getting the job done; you’re
enhancing the overall work experience for everyone in-
volved. You’re building a workplace that is not just func-
tional, but also inclusive and humane.
So, when we think about IT leadership, or any lead-
ership for that matter, NJ Robinson’s words serve as a
crucial reminder. It’s about recognizing the multifaceted
human element at play and tailoring your approach to
honor that complexity. It’s not just about driving results;
it’s about understanding the human variables that make
those results possible.

You can learn from just observing how they’re
working. And then, I love a one-on-one, so I’ll
talk to them. And I’m always still calling people.
When they put in the ticket, I’ll be like, ‘Oh, hey,
do you got a second?’
(...) I think, the thing, even with my staff is, you
know, they’re younger people. And they’re just
like, ‘Well, I feel more comfortable just writing
it back,’ and lots of times that’s okay. But
sometimes you really do need to understand
kind of the heart behind the hold-back, what’s
going on.
“
MEGAN ENGELS
Former IT Support Manager for Peoples Bank
Click here to
listen to the
full episode

21
Chapter
3:
Leadership
styles
and
their
impacts
Megan Engels raises a critical point that often gets
overlooked in the rush for digital transformation and
efficient workflows: the human element in technology.
When she mentions the value of one-on-one conversa-
tions and observes the work patterns of her staff, she’s
emphasizing that leadership in IT isn’t just about under-
standing systems and processes, but also about under-
standing the people who use them.
Effective leaders need to be “people scientists” to
some extent, studying their team’s preferences, behav-
iors, and even hesitations. By knowing why a team mem-
ber might be resistant to change, a leader can tailor their
approach to guide them more effectively toward the de-
sired change.
This customized approach to leadership is even more
relevant when considering generational differences.
Engels notes that her younger staff members feel more
comfortable communicating in writing rather than speak-
ing. A savvy leader capitalizes on this insight, perhaps
adapting methods of feedback or instruction to align
with the team’s comfort zones while still pushing them
to expand their capabilities. Understanding the nuances
of how different generations communicate and process
information can result in a more cohesive, efficient, and
satisfied team.
However, this should not be a blanket excuse to avoid
challenging conversations or development. The idea
is not just to understand “the heart behind the hold-
back,” but to actively work on solutions that respect
individual comfort zones while still pushing for growth
and efficiency.

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and
their
impacts
Engels brings to light something we keep going back
to: the idea that technology, at its core, is a human en-
deavor. This means that to truly excel in IT leadership,
one must go beyond understanding just the technical
intricacies of systems and hardware. She suggests that
effective leaders in IT are akin to “people scientists,”
possessing a keen ability to study their team’s emotional
and behavioral nuances.
Engels believes in the merit of keen observation and
one-on-one conversations. By observing how team
members work, she gains insights into their comfort
zones, preferences, and even their pain points. This al-
lows her to understand the factors that may make them
resistant to change or new ideas.
This is a crucial point that leaders often overlook in
their rush to enforce top-down changes for the sake
of efficiency or innovation. Observing team members
in their natural working environment can reveal much
about their attitudes toward work and can offer valuable
information that can guide how you approach Change
Management or any new initiatives.
Engels’ insights extend to understanding generation-
al differences within her team. She observes that her
younger staff members prefer written communication
to verbal interactions. This is a small but crucial obser-
vation that can have wide-ranging implications on team
cohesion and productivity. Leaders can take a cue from
this and adapt their methods of communication to better
match the comfort zones of their team members, there-
by enhancing the quality of interaction and feedback.

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styles
and
their
impacts
That said, aligning with comfort zones shouldn’t be-
come an excuse for stagnation. Effective leadership
means pushing your team to grow, even if it means step-
ping outside of those zones occasionally. The objective
is not just to understand what Engels calls “the heart be-
hind the hold-back,” but to use that understanding as a
foundation for developing strategies that both respect
individual comfort and encourage growth. It’s about
achieving a delicate balance.
The approach she describes could have a domino
effect that goes beyond just team morale or individu-
al productivity. When people feel understood and re-
spected, they’re likely to be more engaged, more com-
mitted to their tasks, and more willing to collaborate. In
turn, this creates a more cohesive, efficient, and, ulti-
mately, more satisfied team. And a satisfied team is far
more likely to deliver the kind of service that results
in satisfied customers. This philosophy underscores
the necessity for a more personalized, human-centric
approach to IT leadership. This includes not just under-
standing systems and processes but investing in a deep
understanding of the people who make these systems
run. It’s an approach that values empathy and observa-
tion as much as it does efficiency and expertise – an ap-
proach that could redefine what effective leadership in
IT looks like.
In parallel with the growing emphasis on emotional
intelligence is the rise of servant leadership in ITSM.
Unlike traditional models that focus on what employees
Complexity of metrics

24
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and
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impacts
can do for their managers, servant leadership flips the
script. The focus becomes what leaders can do to serve
their team. This can manifest in various ways – be it by
offering educational opportunities, constructive feed-
back, or even creating an environment that fosters cre-
ativity and innovation. The idea is not just to manage but
to empower, to provide the tools and atmosphere where
team members can reach their full potential.
The positive effects of emotional intelligence and ser-
vant leadership are backed by hard data. Studies con-
sistently show that this leadership style correlates with
higher employee morale. When people feel heard and
respected, they naturally become more engaged in their
work. Higher morale often leads to lower turnover rates,
which in itself offers a range of benefits including re-
duced recruiting costs and less time spent on onboard-
ing new employees.
But the benefits don’t stop at internal team dynamics.
The end game of ITSM is to provide excellent customer
service, and a happier, more engaged team is far more like-
ly to go the extra mile in servicing clients or end-users. It’s
a beautiful cycle, really: effective leadership boosts team
morale, which in turn increases productivity and quality of
work, ultimately leading to better customer experiences.
By adopting styles that emphasize emotional intelli-
gence and servant leadership, the ITSM sector is not
just ticking boxes and putting out fires. It’s nurturing
human relationships, developing sustainable work
environments, and building teams that are not only
competent but also deeply committed to their work.

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The implications are broad and far-reaching, affecting
everything from day-to-day operations to the long-term
success of the organization. So, the next time you think
about leadership in ITSM, remember: it’s not just about
the metrics; it’s about the people who make those met-
rics possible. To truly grasp the concept of servant lead-
ership, one must first discard some traditional notions of
what leadership typically represents. Historically, lead-
ership has been visualized as a pyramid – with the leader
at the pinnacle, directing those below. Servant leader-
ship, however, radically reconstructs this model.
Picture instead a pyramid turned upside-down. At
its broad base, you have the leader, shouldering and
supporting the entire structure, the team, above them.
This perspective shift from authority-driven leadership
to service-driven leadership is fundamental. Instead of
viewing leadership as a means to achieve personal goals
or acquire power, the question becomes: “How can I ele-
vate, support, and empower those I lead?”
Now, applying this in ITSM isn’t as complex as it
sounds. It starts with the basics – active listening.
Imagine a team member has a suggestion for improving
a workflow. Instead of dismissing it because “that’s the
way we’ve always done it,” a servant leader takes time
to listen and explore the potential.
Another essential practice is empathy, which involves
understanding the emotional landscape of your team
and users. Let’s say an IT glitch caused significant stress
to your employees; an empathetic approach would be to
not just fix the technical issue but also to understand the
emotional toll and find ways to mitigate that in the future.

I often reflect on my mentor, Zig Ziglar, who used
to emphasize that a ship’s captain, in essence,
can only be an exceptional leader when
they wholeheartedly adhere to the compass.
Leaders must have a clear sense of where
they’re steering their ship. This is the essence
of leadership. Leaders possess the foresight to
see into the distant future, the mid-range, the
immediate, and even the past.
GREGG GREGORY
Author of “ONE Team - ONE Dream” and “The GPS of Leadership”
“
Click here to
listen to the
full episode

27
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Gregg Gregory’s quote echoes the wisdom of his men-
tor, Zig Ziglar, highlighting the importance of having a
strong, focused vision (a “compass”) that guides all ac-
tions and decisions. Just like a ship’s captain, an IT lead-
er needs to have a clear roadmap of not just technical
requirements but also organizational goals and employ-
ee well-being. The compass serves as a symbolic rep-
resentation of a well-defined strategy or objective that
every team member can understand and rally around.
Gregory adds depth by noting that exceptional lead-
ers have the foresight to consider the distant future, the
mid-range, the immediate, and even the past. This multi-
tiered vision is exceptionally relevant in IT and ITSM,
where technological landscapes can change rapidly.
Leaders must simultaneously plan for immediate needs
like system outages or urgent customer issues, mid-
range goals like quarterly objectives or project dead-
lines, and long-term strategies like digital transformation
or talent development. Furthermore, reflecting on past
actions and outcomes can provide valuable lessons to
refine future strategies.
The philosophy of servant leadership emphasizes
that a leader’s primary role is to serve their team. In this
context, adhering to the compass not only provides a
sense of direction but also instills a sense of purpose
and unity within the team. By having a clear vision and
effectively communicating it, a servant leader enables
team members to align their own goals and contributions
with the overarching objectives of the organization.
Servant leadership places a premium on the well-be-
ing of the team members. In IT and ITSM, this could

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mean that a leader takes into account how technology
changes and workload can affect their team’s stress lev-
els, work-life balance, and job satisfaction. By looking at
the immediate and distant futures, a servant leader can
better plan workload distribution, training opportunities,
and perhaps even individualized career development
paths for team members.
In practical terms, an IT or ITSM leader can operation-
alize this concept of “adhering to the compass” by:
• Clearly articulating the team’s mission and how it
aligns with organizational goals.
• Involving team members in strategic planning to en-
sure buy-in.
• Being transparent about decision-making processes
and rationales.
• Encouraging open communication and providing
platforms for team members to voice their thoughts and
concerns.
• Regularly reviewing and adjusting the strategic plan
based on both performance metrics and team feedback.
Gregory’s perspective on leadership aligns well with
the demands of modern IT and ITSM environments. As
these fields grow increasingly complex, leaders who
can combine a clear, strategic vision (“the compass”)
with an inclusive, people-centric approach (servant
leadership) will likely experience greater success.

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These leaders will not only meet technical and ser-
vice objectives but also foster a positive, engaged
workplace culture that can adapt to challenges and
seize new opportunities.
Principles and practices: The bedrock of servant
leadership in ITSM
Now that we have explored the concept and the new
approach it brings to leading teams, let’s take a look in
a little more detail what attributes it takes to become a
strong servant leader.
• Active listening: This is not just about hearing words
but genuinely understanding the message. In the fast-
paced world of IT, it’s easy to get trapped in a cycle of
rapid fixes and immediate solutions. However, taking a
moment to attentively listen can unveil hidden insights,
innovative ideas, and even preempt potential challenges.
For instance, if a team member proposes an unconven-
tional method to streamline a process, a servant leader
wouldn’t dismiss it outright. Instead, they’d explore its
merits, encourage a pilot test, or initiate a team discus-
sion to evaluate its feasibility.
• Empathy: While tech solutions are binary (either they
work or they don’t) human emotions are multifaceted and
complex. Empathy in ITSM transcends mere technical
troubleshooting. It’s about grasping the emotional reper-
cussions of tech challenges and their impact on users.
Consider a scenario where a software update leads to
unexpected downtimes, frustrating your user base. An

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empathetic leader recognizes the anguish this causes.
Beyond deploying a technical fix, they might also facili-
tate better communication about potential disruptions in
the future, ensuring users are prepared and supported.
• Empowerment: A true servant leader believes in the
capabilities of their team and empowers them to take
initiative. This is about trust, delegation, and providing
the tools and opportunities for team members to shine.
Imagine a junior IT technician with a fresh perspective
on cybersecurity. Instead of pigeonholing them based
on their job title, a servant leader could encourage them
to lead a workshop or collaborate with senior staff, fos-
tering an environment of mutual learning and growth.
• Stewardship and responsibility: Being a servant
leader also means taking responsibility for the team’s
well-being and professional growth. It’s a commitment
to ensuring the team’s resources, training, and environ-
ment are optimized for success.
For example, if the IT team lacks a specific skill set,
a servant leader might proactively organize training
sessions, bring in external experts, or invest in further
education, all to ensure the team stays abreast of in-
dustry developments.
By now, you might be thinking, “This sounds wonderful
in theory, but is it practical?” Absolutely. Numerous tech
giants and startups alike have integrated servant lead-
ership principles into their ethos, reaping tangible ben-
efits in team morale, innovation, and user satisfaction.

Firstly, I aim to discover the purpose behind my
work. Moreover, I strive for those around me to
also comprehend their purpose and the value
they bring. I have the opportunity to pursue
this goal daily. I investigate ways to enhance
the experience for our associates and service
agents, who, despite our organization’s size, can
make a significant impact.
I’m not a technophile. My background lies in
People Management. My focus revolves around
empowering individuals for their utmost success.
So, what motivates me is my passion for what
I do. I find purpose in my work. Even after
returning from a vacation, I eagerly anticipated
being back. It’s not that I don’t enjoy my time
away, but I genuinely understand the purpose of
my role. It’s ultimately about enabling our team
to have a more significant impact on the lives of
the people they serve.
“
ROCKY MCGUIRE
Experience Manager at Unisys
Click here to
listen to the
full episode

32
Chapter
3:
Leadership
styles
and
their
impacts
The quote by Rocky McGuire encapsulates many of
the core tenets of servant leadership, particularly in the
realm of ITSM. McGuire articulates a leadership phi-
losophy that goes beyond mere technical expertise or
Operational Management. Instead, his emphasis is un-
mistakably human-centric, focused on understanding
purpose, empowering individuals, and enhancing expe-
riences – themes that resonate strongly with the servant
leadership model.
One striking point is McGuire’s focus on purpose, both
for himself and for those around him. In the context of
servant leadership, purpose is a powerful motivator
that goes beyond tasks or responsibilities. It centers on
creating meaningful work that enriches lives. A servant
leader often acts as a “purpose catalyst,” helping team
members not only identify what they do but also under-
stand why they do it. This understanding elevates work
from being a mere job to becoming a vocation or calling,
adding an emotional and motivational layer that can be
profoundly engaging.
Another key idea in McGuire’s statement revolves
around empowerment. He states that his focus is on
“empowering individuals for their utmost success.” This
aligns perfectly with the servant leadership tenet of put-
ting others’ needs ahead of one’s own to help them max-
imize their potential.
In ITSM, where troubleshooting and technical chal-
lenges are part and parcel of daily operations, em-
powering team members can lead to more creative
problem-solving, higher levels of engagement, and
improved service quality.

33
Chapter
3:
Leadership
styles
and
their
impacts
McGuire’s background in People Management over
technical proficiency is noteworthy. The traditional view
of IT Management often leans heavily towards technical
acumen. However, McGuire’s approach is a refreshing
reminder that ITSM, at its core, is a service that affects
real people.
This perspective aligns with the trend toward the “hu-
manization” of ITSM that we explored at the beginning
of this module, where the focus is not just on delivering
technical solutions but also on enhancing user expe-
rience and emotional well-being. His genuine enthu-
siasm for his work speaks volumes about the intrinsic
satisfaction that can come from leading with purpose
and empathy. This sentiment, while personal, is also a
broader testament to the potential effectiveness of ser-
vant leadership.
When leaders find true purpose in serving their teams
and enhancing the lives of those their organization
touches, work becomes more than just a set of tasks; it
becomes a meaningful endeavor that inspires commit-
ment, loyalty, and exceptional effort.
Overall, this perspective serves as a compelling case
study for how servant leadership can transform ITSM.
It’s a reminder that finding purpose and empowering
others aren’t just nice-to-have leadership qualities but
are essential strategies for cultivating a more engaged,
motivated, and impactful team.
However, when we shift the conversation from the-
ory to practice, the nitty-gritty of real-world scenarios
brings our discussion to life. So, what tangible impacts
does servant leadership have in the realm of ITSM?

34
Chapter
3:
Leadership
styles
and
their
impacts
The benefits of servant leadership
Higher employee engagement
Sure, it’s nice to have team members who are excit-
ed about their work, but employee engagement goes far
deeper. Engaged employees aren’t just content; they’re
invested in the mission. They proactively seek ways to
contribute, improve, and innovate. This can be seen in:
• Increased productivity: Engaged employees are of-
ten more productive, as they bring a proactive approach
to their tasks.
• Stronger team cohesion: When one team member
is enthusiastic, it often rubs off on others, fostering a
sense of collective ownership.
• Enhanced problem-solving: An engaged employee
doesn’t just flag issues; they also bring solutions to the table.
Better user experience
Also, an engaged, well-supported IT team is not an
island. Their positivity and enthusiasm naturally extend
to their interactions with end-users. This is particularly
true in ITSM, where every interaction counts. As for an
improved user experience, we can highlight:
• Faster resolutions: An engaged employee will re-
solve user issues with more care and urgency.
• Personalized service: Employees who are cared
for are more likely to provide personalized attention to
end-users.
• Higher customer satisfaction: Over time, this leads
to increased customer satisfaction scores, an invalu-
able metric for any business.

35
Chapter
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styles
and
their
impacts
Innovative solutions
Innovation is more than a buzzword; it’s the lifeblood
of technological advancement. Servant leadership culti-
vates an environment where team members feel secure
in taking calculated risks. This encourages:
• Risk-taking: Employees are more likely to take calcu-
lated risks when they know their leaders support them.
• Iterative learning: A culture of learning from failures
as much as from successes is established.
• Breakthroughs: Over time, this risk-taking and itera-
tive learning can lead to real innovation.
Reduced Turnover
Finally, employee turnover is not just a hassle; it’s a
significant cost factor. Recruitment, onboarding, and the
time it takes for new employees to become productive
all carry a price tag. In this field you can find:
• Reduced hiring costs: Every employee retained is a
recruitment cost avoided.
• Institutional knowledge: Long-term employees car-
ry invaluable organizational knowledge.
• Boosted morale: High retention rates boost team
morale, which, in turn, positively impacts work quality.
The real-world benefits of servant leadership in ITSM
are compelling. Whether it’s enhancing employee en-
gagement or customer experience, driving innovation,
or reducing turnover, the implications are far-reaching
and deeply transformative. The beauty of it all? These
aren’t abstract concepts; they’re practical advantages
that any IT organization can realize with the right lead-
ership approach.

36
Chapter
4:
The
missing
dimension
The missing dimension:
Understanding user sentiment
in IT Service Management
While numbers might be the primary language of
business, you are probably aware by now that they
don’t tell the entire story. This is especially true when
it comes to user experience in ITSM. Traditionally, per-
formance metrics like uptime, load times, and ticket
resolution rates have been the go-to KPIs for evaluating
service effectiveness. However, as ITSM evolves from
a primarily technical discipline to one that is increas-
ingly people-centric, the role of user sentiment has be-
come indispensable.
Consider this: Your metrics might show that a partic-
ular software application has an uptime of 99.9%, but
what if users find the interface confusing, or the sup-
port slow to respond to queries?
In this case, conventional metrics give you a false
sense of success, masking user frustrations that could
eventually lead to customer churn or poor internal en-
gagement. Therefore, assessing user sentiment can of-
fer insights that might not be immediately evident from
hard data alone, helping you avoid potential pitfalls be-
fore they escalate into larger problems.
CHAPTER 4
Why user sentiment matters

37
Chapter
4:
The
missing
dimension
The focus on capturing the emotional quality of user
experience has given rise to a range of tools and tech-
niques specifically designed for this purpose. These
tools go beyond the “satisfied/unsatisfied” binary to
capture the nuanced feelings users have when inter-
acting with services.
Sentiment analysis algorithms, for instance, can pro-
cess thousands of customer reviews, feedback forms,
or social media mentions in real-time to generate an
aggregate sentiment score. This can serve as an ear-
ly warning system for problems that standard metrics
may overlook.
Similarly, some organizations have adopted ad-
vanced user surveys that leverage emotional analytics
and sentiment metrics. These aren’t your average mul-
tiple-choice questionnaires but sophisticated instru-
ments that measure both behavioral and emotional re-
sponses. They may include open-ended questions that
invite users to describe their experience in their own
words, thereby capturing sentiment in a more organic,
less prescriptive way.
Monthly or quarterly reviews may incorporate senti-
ment analysis reports alongside traditional performance
metrics to provide a fuller picture of user experience.
User sentiment is not a “one and done” endeavor.
Companies are incorporating sentiment analysis into
ongoing feedback loops. The process doesn’t stop at
merely capturing this data; it’s integrated into the dai-
ly grind of IT Service Management.

38
Chapter
4:
The
missing
dimension
Businesses then use this amalgamated information
to implement changes, ranging from interface tweaks
and feature additions to complete service overhauls.
Also, IT teams regularly consult this data to prioritize
updates and improvements, ensuring that they are con-
tinuously aligning their services with user expectations
and emotional responses.
When a company invests in understanding the senti-
ment of its users, it stands to gain significantly. This sen-
timent-aware approach leads to more engaged users, a
higher rate of service adoption, and improved loyalty.
By capturing and integrating user sentiment into
their Service Management strategies, organizations
are essentially future-proofing themselves, building a
resilient framework that can adapt to changing user
needs and market trends.
In conclusion, the focus on user sentiment marks a
paradigm shift in the way IT Service Management per-
ceives success. It’s no longer solely about keeping the
lights on and systems running; it’s about creating a
harmonious, emotionally satisfying interaction at every
touchpoint of the user’s journey.
In an era where experience is everything, paying at-
tention to the human emotions behind every click and
tap could be your ultimate competitive advantage.
The benefits: From emotional
engagement to business success

I get to look at Digital Experience Management.
I get a look at the contact center and the cool
things that we can do with that, and ask the
questions, ‘How does this impact how the agent
works and their experience?’ And then also ask
the question, ‘How do we help the agents add
value in different ways?’
One of the biggest things I’ll advocate forever,
until the day that I die, is that nobody knows your
customer or your employees better than your
service desk. Because if you’re not asking your
service desk for their opinion (...) data tells you
one thing, but there’s a sentiment piece that goes
with that, right?
I get to play a huge part in that, and really get to
see all sorts of different customers and impact,
and translate that to stories to help our agent
population, ‘Hey, ‘when you’re supporting this
financial industry, you’re actually helping a
widow, a wife who just lost her husband, figure
out how to refinance her mortgage, which she
can’t afford on Social Security.’ I get to help the
agents process the difference they’re making
every day.
“
Click here to
listen to the
full episode
ROCKY MCGUIRE
Experience Manager at Unisys

40
Chapter
4:
The
missing
dimension
Rocky McGuire’s insights offer a profound understand-
ing of a crucial but often overlooked dimension of Service
Management: human intuition and experience in gauging
customer and employee sentiments.
While the allure of data analytics and dashboards has
been a prominent feature in modern ITSM, McGuire ar-
gues that, as we have just stated ourselves, these only
provide a part of the picture. The sentiment and quali-
tative input coming from the service desk agents, who
interact with customers and employees on a day-to-day
basis, offer an untapped well of actionable intelligence
that goes beyond mere numbers.
Agents and technicians function not only as first-line
troubleshooters but also as real-time anthropologists
of your organizational culture. They are the keepers of
customer stories, the translators of complex sentiments,
and the pulse of user experience. They possess not just a
procedural understanding of how issues are resolved, but
a nuanced grasp of why certain issues are more emotion-
ally charged than others, and what the subtleties within
customer complaints or queries could imply for broader
business strategies.
In other words, your service desk agents are likely sit-
ting on a gold mine of information that could help you
reshape and refine your service offerings, preemptively
address emerging problems, and identify innovative solu-
tions that could set you apart from competitors.
This shift in perspective can be revolutionary: it’s the
difference between building your service desk as a
mere “fix-it” shop versus leveraging it as an “insight
center” for driving business strategy and innovation.

41
Chapter
4:
The
missing
dimension
By inviting agents to have a seat at the decision-mak-
ing table, companies can cultivate more holistic, empa-
thetic, and adaptive Service Management strategies.
This ensures that your ITSM is not only efficient and
technically sound but also emotionally resonant and in-
tuitively aligned with the needs and expectations of the
people it serves.
Therefore, for businesses aiming to stay competitive
in an increasingly complex digital landscape, integrat-
ing the knowledge and insights of service desk agents
into the broader ITSM strategy isn’t just a nice-to-have –
it’s a must-have. They provide a rich narrative layer that
makes your data not just informative, but deeply illumi-
nating and strategically actionable.
But, again,how do you put this into practice?
Practical steps to incorporate user
sentiment in ITSM
1. Start with a pilot program
Before rolling out a comprehensive sentiment analysis
strategy across your organization, designate a specific
service, feature, or department for a pilot program. For ex-
ample, if you operate an e-commerce platform, you might
choose the “checkout process” for your initial study.
Use this controlled environment to test different sen-
timent analysis tools and survey methods. Gauge the
effectiveness of these tools and tweak your approach
based on what you learn before scaling it to other depart-
ments or services.

42
Chapter
4:
The
missing
dimension
2. Incorporate open-ended questions in surveys
3. Leverage sentiment analysis tools
4. Train your team on emotional intelligence
Most organizations use Likert scale questions in their
customer satisfaction surveys, but these don’t capture
the full range of customer emotions. Adding open-end-
ed questions like “What was the best part of your ex-
perience?” or “How can we improve?” can yield deeper
insights.
For instance, a user might note that they found your ser-
vice “intuitive but lacking in customization options,” pro-
viding valuable direction for future feature development.
Investing in a sentiment analysis tool can offer automat-
ed yet nuanced evaluations of user sentiment across mul-
tiple data sources. For instance, a sentiment analysis tool
can scan customer reviews to identify recurring words
like “frustrating,” “excellent,” or “needs improvement.”
The tool can also analyze social media mentions, per-
haps flagging a sudden surge in negative comments
following a recent software update. These insights can
serve as early warning systems for potential issues.
The front-line staff – those who interact directly with
users – should not only be technically competent but also
emotionally intelligent. Consider running workshops or
training sessions focused on active listening, empathy,
and effective communication.
For example, train your customer support agents to

43
Chapter
4:
The
missing
dimension
5. Establish a sentiment dashboard
6. Conduct regular review meetings
7. Iterate and adapt
Create a unified dashboard that combines traditional
performance metrics like response time or issue resolu-
tion rates with sentiment data.
For instance, your dashboard might show that although
the average ticket resolution time is 24 hours (which is
good), 60% of customer comments contain negative
sentiments. This incongruence could trigger a deeper in-
vestigation into what’s causing customer dissatisfaction,
despite seemingly good performance metrics.
Your team should convene regularly to discuss senti-
ment analysis findings. Treat this data with the same seri-
ousness as other KPIs like quarterly earnings or customer
retention rates. For example, if sentiment analysis reveals
that users are unhappy with the new interface, brainstorm
with your team to understand why this is the case and
what can be done to improve it.
It’s not enough to just collect data; it needs to lead to
actionable insights. If your sentiment analysis reveals
that a specific feature is universally loved, consider mak-
ing it more prominent in the user interface. Conversely,
if a new update generates mostly negative sentiment,
consider rolling it back or rapidly iterating to address
recognize signs of user frustration in text or voice com-
munication and to respond with empathy, offering more
personalized and emotionally resonant solutions.

44
Chapter
4:
The
missing
dimension
user concerns. After implementing changes, re-run your
sentiment analysis to measure the effectiveness of your
interventions.
By taking these practical steps, you’re not only align-
ing your ITSM strategy with the contemporary demands
of the field but also pioneering a more holistic, user-cen-
tered approach. This will set you apart from organiza-
tions that focus solely on traditional metrics, ensuring
that your services resonate both technically and emo-
tionally with your user base.

45
Chapter
5:
The
future
is
human-centric
The future is
human-centric
The emergence of technology – automation, machine
learning, AI – has revolutionized the speed and efficiency
of service delivery. These advancements can handle vast
amounts of data and execute functions in a fraction of the
time it would take a human. However, technology alone
isn’t the silver bullet for an effective ITSM framework.
While we may marvel at the capabilities of a highly ef-
ficient chatbot, it is not going to empathize with a user
who is frustrated because their crucial project is stuck
due to a system failure.
This is where the balance between technology and
people becomes vital. The coexistence of tech and hu-
man elements isn’t just a secondary aspect or a “Plan
B” for when technology fails; it’s an integral part of what
makes service delivery effective, relatable, and emo-
tionally resonant. It’s the harmony between the “what”
(the service or product) and the “how” (the experience
surrounding the service).
The crux of this balance lies in decision-making about
when to deploy automated solutions and when to intro-
duce the human element. For example, chatbots and au-
tomated ticketing systems may be efficient for dealing
with straightforward issues like password resets or pro-
CHAPTER 5
The balance is essential

46
Chapter
5:
The
future
is
human-centric
viding FAQ answers. However, for complex problems that
involve multiple variables or emotional distress, human
agents trained in emotional intelligence can provide the
nuanced understanding that machines currently lack.
The decision isn’t just about solving the issue but also
about how the user feels during and after the resolution.
For instance, a predictive maintenance system may fore-
see a technical glitch and resolve it before the user even
notices. While that’s an excellent display of technological
efficiency, it’s the follow-up email from a customer ser-
vice agent explaining what happened and assuring the
user that proactive steps were taken that provides a ho-
listic experience.
Gone are the days when efficiency metrics were the
sole indicators of success. Today’s leaders need to cul-
tivate a culture that values emotional intelligence, adapt-
ability, and empathy alongside technical expertise. Teams
should be trained not just to resolve tickets but also to
communicate effectively, manage expectations, and
where appropriate, manage the emotional landscape of a
service interaction.
Like Gregg Gregory put it, “If you’re a leader without
followers, you’re essentially a solitary individual taking a
lonely walk, and your leadership won’t endure for long.”
Leadership isn’t a solo act; it’s a dynamic interplay with
those who choose to follow. This is incredibly relevant
in the IT and ITSM sectors, where leadership isn’t just
As we move forward, leadership within ITSM will need
to adapt to this balanced paradigm

47
Chapter
5:
The
future
is
human-centric
about having the most technical knowledge but about in-
spiring a team to follow you towards achieving common
objectives.
In this context, the role of such a leader is not just to
point in a direction but to journey alongside their team,
creating an environment of mutual trust, respect, and a
shared sense of purpose.
The balance between technology and human interac-
tion in ITSM is not just a transitional phase or a trend; it’s
a future-oriented framework. The end goal isn’t just re-
solving issues but delivering an emotionally resonant and
satisfying user experience. Whether you are an IT profes-
sional, a managerial leader, or an end-user, recognizing
the importance of this balance will lead to more effec-
tive, engaging, and satisfying experiences for everyone
involved.
By fully embracing this balanced approach, organiza-
tions stand to gain not just in terms of operational effi-
ciency but also in the form of stronger, more meaningful
relationships with their users. This isn’t just the future of
ITSM; it’s the future of business in a world increasingly
dependent on technology but fundamentally driven by
human needs and experiences.

In an age where technology permeates every aspect
of business, “Unlocking IT Excellence vol. 2: Unlocking
the Human Element in IT and Service Management”
elevates the indispensable role of people in IT and
ITSM.
This book provides a comprehensive guide to cre-
ating people-centric ITSM frameworks, emphasizing
human investment and servant leadership. It highlights
the significant impact of focusing on the human ele-
ment, demonstrating how this approach can transform
service quality and delivery. Learn about various lead-
ership styles and their effects on employee morale, re-
tention, and productivity.
The book also offers practical advice on incorpo-
rating user sentiment and emotional design into ser-
vice management, showing the real ROI in customer
retention and service quality. Balancing technology
and people is a sustainable reality, and this book is the
perfect starting point.

Unlocking The Human Element in IT And Service Management

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