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Patrick Ferguson

IT Client Support Specialist Senior

Patrick Ferguson is an IT Client Support Specialist Senior at the University System of Georgia. He has over 15 years of experience in areas such as cloud storage, network infrastructure, and technical support, indicating a strong background in IT services and client support.12

His role likely involves providing advanced technical assistance and support to users within the university system, ensuring that IT services are effective and efficient. While specific details about his daily responsibilities are not available, his extensive experience suggests a proficiency in managing complex IT issues and supporting various technological needs within an educational institution.

Highlights

Oct 3 · linkedin

Another excerpt from The Combat-Ready Support Organization:

As a leader, you can delegate authority but you cannot delegate responsibility.

It's important for your team to know that you have their back, but it's twice as important that YOU know that you have their back.

Anyone who works the phones can tell you that users lie. They lie all the time. They'll tell you they've restarted their equipment. They'll tell you they've run the updates. They'll tell you that the only connection that their server has with the outside world is through your gateway, and then your tech has to find a polite way to ask them if they're aware that they're hosting three distinct gaming servers on their database machine. (True story, btw. "Hey, I think I've found your performance issue, sir.")

It's a delicate balance trying to find a way to ensure that basic remediation steps have been taken without insulting the customer's intelligence. ("Did you turn it off and turn it back on again?") It never hurts to have customer-facing documentation that can be pasted into an email saying "Here are some basic troubleshooting steps you can take." If they're ignoring those steps, there's more afoot than basic functionality issues. Something's up and the relationship needs to be managed. If they're not taking ownership of their own tech, I tell my team, send them up the ladder to me. It's not Tier 1's responsibility to take the customer to therapy. That's my job.

Users will also scream and stamp their feet and threaten to throw your equipment in the ocean. That's not Tier 1's problem, either.

Your team has to know that they're not on the phones so that they can be a punching bag for users. Your team also has to know that they can't hit back. I tell my guys that if it starts to feel like they're just getting into a shouting match, send me the call. "If you say something dumb, that's gonna blow back on both of us. I don't want to see you punished because the customer was being obstreperous and you got angry. Hit the eject button. Send them to me."

People will tell you that it sends the wrong message to the customer if every time they scream at tech support, they get a tech support manager. I disagree. It's the leader's job to make sure that the transaction has consequences, either for you or for them. If the tech is broken, we fix it. If the customer is broken, they need to get a detailed email from us explaining what they've done wrong. "I understand you're upset" is a good opening gambit, but it needs to be followed with "Let's get to the bottom of this." Make it right, but make them hold up their end of the deal. Also, make sure the customer knows that you have your team's back. If I have to, I'll tell a particularly stroppy client "If you're going to yell at someone, yell at me. I put this team together, after all."

Sep 29 · linkedin

I'm going to say some things that will irk some people:

  1. Tech Support is 45% technical skill and 55% not being an obdurate jackass. Before a new tech answers his first call, I sit them down and tell them this: Remember that if computers worked well and simply, we'd be digging ditches. Empathy and courtesy go a long way.

  2. A helpdesk without a team-facing wiki is a rudderless ship. At minimum, someone working the phones should be able to quickly search for common error messages or known issues with the products they support. Document EVERY fix. With a solid wiki, your on-call workers can solve problems in the dark. Support is a team sport. Don't let your experts silo their knowledge. Incentivize the wiki.

  3. In a perfect world, that same wiki will also have a an org chart of the organization(s) you support and a "notes" section with some soft skills direction. (ex: "This user is very smart and just needs a bulleted list of remediation steps. They also want to get off the phone, so get straight to the point." or "This person is very challenged with technology, so budget time and energy to be patient and refer back to #1." ) Just make sure none of it is anything you wouldn't read aloud to the legal department.

  4. Support is PRE-SALES. If your support staff is talented, kind, professional, and thorough, your clients will be happy. If your business has a recurring revenue model, your clients will buy more stuff. It's super simple.

  5. Sales staff should work the support desk for a week or two. Three reasons: A. So they'll know what happens downstream when they sell vaporware, and B. Because product familiarity will make their sales presentations better, and C. They'll know why the helpdesk staff is always shouting at them to OPEN A TICKET when they need support.

The combat-ready support team is a joy to behold. I know a lot of people consider support to be an entry-level IT position, but I've worked shoulder-to-shoulder with some actual geniuses. The skillset that makes a solid support tech is an amazing combination of technical knowledge, emotional intelligence, tactical savvy, and kindness. Hire the best people you can find and put them on the phones. See what happens.

Related Questions

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Patrick Ferguson
Patrick Ferguson, photo 1
Patrick Ferguson, photo 2
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Location

Athens, Georgia, United States