www.tribalnetonline.comStay Informed…Stay ConnectedMagazineSpring 2 16TribalNetTribal Government - Tribal Health - Gaming & Non-Gaming Tribal EnterprisesYour organization, team and future self… will thank you for it.21 | Handel Information Technologies22 | Featured Column Every Conflict Has Four Goals23 | BMC24 | Meet Your Vendors RSM26 | Featured Column Where Does IT End and Telecom Begin… Or Vice Versa?29 | Agency Updates Federal Communications Commission (FCC)30 | Featured Column The Tribal Citizen Portal is Born4 | Welcome5 | 2015 Conference Highlights6 | Quicktips - A Call to Action8 | Featured Column Take the Micro Out of Management9 | Mainline Information Systems 10 | Featured Column Threat-Informed, Risk- Based Preparedness & Operations11 | FireEye12 | Product Spotlight Arctic IT13 | Agency Updates United South and Eastern Tribes, Inc. (USET) 13 | Microsoft 14 | TribalNet 201616 | Native American Technology Research Center (NATRC)18 | Featured Column Becoming the CISO of Self20 | Agency Updates Tribal Self-Governance Office2TribalNet31 | Creative Communications32 | TribalNet Social Media33 | Product Spotlight Gridstore34 | IT Leaders Q & A Ho-Chunk Nation & Casinos36 | Featured Column Intro to Gaming Resort Hospitality Systems for a New IT Director (Part 3)38 | ForeScout39 | Agency Updates Affiliated Tribes of Northwest Indians (ATNI)57 | Agency Updates U.S. Dept of Homeland Security (DHS)58 | Product Spotlight Arctic IT59 | TribalChoice60 | Featured Column The Value of Investing in Human Capital 61 | Native Network62 | What’s New with TribalNet40 | Meet the TribalNet Advisory Boards 42 | Meet Your Vendors Mainline Information Systems 44 | TribalNet 2016 Executive Track46 | Agency Updates Indian Health Service (IHS)47 | Product Spotlight Software Simplified48 | Featured Column Basic Training for the Mind63 | Agency Updates National Tribal Telecommunications Association (NTTA)64 | Featured Column Millennials — If Not Now, When or How?65 | Gridstore66 | G&L67 | Tech News and Fun68 | TribalNet 17th Annual Conference3Spring 2016The information contained in this magazine is for general information purposes only. We make every effort to keep the information up to date and correct, however make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the magazines or the information, products, services, or related graphics contained in the magazines for any purpose. Any reliance you place on such information is therefore strictly at your own risk. Products and/or company names mentioned herein might be trademarks of their respective owners. TribalNet or its agents assume no liability for any said information that is misrepresented. Through the magazine you are able to link to other websites which are not under the control of TribalNet. We have no control over the nature, content and availability of those sites. The inclusion of any links does not necessarily imply a recommendation or endorse the views expressed within them.The publisher, editors, contributors and related parties shall have no responsibility for any action or omission by any other contributor, or related party. Reproduction in whole or in part of this publication without expressed written permission is strictly prohibited.49 | TribalNet Keynote Speakers50 | Featured Column Move Over – Time for Data to Take the Wheel 52 | IT Leaders Q & A Industry Award Recipients54 | Featured Column The MS-ISAC: A Valuable Free Service 55 | Making Passwords Secure 56 | TribalNet AssistWhen all the pieces of the puzzle fall into place to launch each issue of TribalNet’s Magazine, my very favorite part is trying to identifying the similarities in the messaging from each of our writers. Surprisingly enough, even on topics that are vastly different from each other- like a health related article compared to a gaming one or a security related topic compared to a leadership one, there is always some sort of message that ties everything together and resonates as a “theme” each issue.You can see by the look of our cover that our Spring issue’s theme (which is one of my favorites we have produced) is:Be the BEST Version of YouIt’s simple. It’s focused. It’s important. And there’s a dose of this theme on every single page.But what does this really mean? How does this tie into technology?Read on and find out! We hope you enjoy reading this issue as much as we enjoy sharing it with you. - Shannon BouschorIf you would like to contribute to the Fall issue, connect with TribalNet Executive Director, Shannon Bouschor (shannonb@tribalnetonline.com) to find out how you can participate!TribalNet’s Magazine bringing you the latest…WelcomeTribalNet’s Magazine — Stay Informed…Stay ConnectedOffice: 269-459-9890 • www.tribalnetonline.com • info@tribalnetonline.com4TribalNet5Spring 20162015 Conference HighlightsThank you to everyone who joined us for TribalNet 2015 - we hope to see all of you again and more friendly faces this year in San Diego for the 17th Annual TribalNet Conference!Mike Day TribalNet Founder Director of Advisory Boards & TribalNet AssistVP of IT and CIO Cannery Casino ResortsQuick Tips - Call to Action 6TribalNetA TribalNet Series - Quick Tips – A Call to ActionIn this second installment of “Quick Tips”, I will focus on a subject that I believe will resonate with any technology leader that is working towards improving their organization or themselves. My main topic for this edition will be a focus on a few habits of highly successful IT leaders. More specifically speaking to the ability of lifting the status of IT and themselves within the organizational structure and hierarchy. One of the most common laments that TribalNet hears from our membership is the disconnect that exists in most tribes between IT, the IT leadership team, and the executive team representing the tribe and the rest of the organization. How do you get IT included in the important business conversations when they are not being invited to participate? Why are important business or organizational decisions being made that will require significant involvement from the IT team without first including or engaging with IT in that decision?The Challenge: You must change yourself and your team to create a more positive and interactive environment because you can’t change the other executives in the organization with your wishful thinking. This seems like common sense, but human nature makes it difficult. Stop spending any time or energy wishing, hoping or complaining about how other departments or executives should view or engage with you and the IT team. That is wasted time and wasted energy. Put your focus, time and energy on what YOU need to do to improve the view or status of IT and yourself in the organization. Understand that this is a process that takes time, consistency and significant effort. Organizational change most often occurs in an excruciatingly slow manner.Mike Day, TribalNet Founder, Director of Advisory Boards & TribalNet Assist VP of IT and CIO, Cannery Casino ResortsQuick Tips - Call to ActionQuick Tip #1: Talk the Talk: Lose the “tech” speak when communicating (verbal or written) to other departments and executives: This is a very common issue that I see in technology folks, and most often they don’t understand that they are even doing it. Simply put, always speak the language that the audience will understand and respond to, not necessarily the language that you are most comfortable with. You would not speak Chinese to an English speaking audience, so why would you speak the language of “tech” and technology acronyms to a non-tech audience? If you are not speaking their language, you will never, ever get their respect, understanding, or a place at the executive table.Quick Tip #2: Market Yourself and the IT Team: Most IT teams do an absolutely horrible job of marketing their value, efforts and abilities within the organization. Executives already see the COST of IT regularly on financial statements and capital purchase requests. Who is delivering the consistent and regular VALUE of IT message to the executive team? If you are expecting everyone to simply take notice of all you do and appreciate it, then you are in for serious disappointment. Do the other department heads and executive team understand any key performance or value indicators about IT as well as they do about other areas of the organization? Most often, the answer is “no”. If you are not broadcasting a (simple and non-techie) monthly report on the positive value of IT, you are missing an opportunity. If you need help starting this, see Tip #4 below. Quick Tip #3: Be the Good Cop, Not the Bad Cop: Make yourself and IT the positive voice of “can do” and “speedy” rather than being viewed as the negative voice of “can’t do it” or slowing the process down. Success with this is all about your attitude, presentation, communication and reaction. The requirements for IT in any given project are static, but how you interact with other executives and communicate makes all the difference. In business as in life, absolutely nobody wants to deal with the person that is going to consistently radiate negativity and focus on the difficulty to achieving the goal. In fact, they will avoid them. People want to deal with (or include early on) other people that will be positive about their ideas and opportunities as well helpful in coming up with ways to assist and speed the process. Ask yourself if you are representing yourself and IT as the positive and helpful “can do” team that everyone wants to engage early on in decisions or projects, or if you are viewed more negatively as focused primarily on potential problems, IT details, compliance, and hurdles?Quick Tip #4 Engage with a Third Party: There is nothing wrong with seeking assistance, guidance or support from a third party. Often, that is the best way to expedite positive change and jump-start your organization onto a new and improved direction. For better or worse, the voice and assessment by a third party often carries more weight and authority than the existing team can muster. As a plug to our own TribalNet services: TribalNet has recently introduced their TribalNet Assist program designed to assist tribes with a variety of projects and services, including this article’s topic of bridging the gap between IT, the executive team and the organization. If you, the IT team, Tribe or enterprises need assistance with strategy, projects, development, assessment or a wide range of consulting and management services, give the TribalNet Assist team a call (269-459-9890) or visit us online at www.tribalnetonline.com/consulting_services.php. Let TribalNet show you what we can do for you with our dedicated team and partners.For questions or comments on this edition of Quick Tips, you can reach me at my personal email at mday0401@gmail.com. 7Spring 2016Chris DeCamp, Director of Technical Services, Win-River Resort CasinoFeatured Columns - Management Information Technology as an industry tends to attract professionals with some very distinctive traits; drive, vision, focus, and attention to detail. These traits are the fuel that successful IT management and execution require. These traits also have the potential of creating adverse effects for the individuals who possess them and their teams. This becomes more evident as IT professionals advance in their careers and assume leadership roles within the industry. The laser like focus and attention to detail can very easily turn into symptoms of micromanagement. I am sure most of us have experienced micro-management in the workplace; the manager who always has a better way of doing things, who needs constant updates and communication, spends more time in the daily minutiae than providing strategic vision and support to the team. The environment this creates is one of drudgery and complacency in which team members do not feel empowered and supported to reach their full creative and productive potential. I struggled with these issues when I first started leading teams. I would spend so much time making sure my teams did everything just right that I didn’t have time to do the things I really needed to be doing. For me, the epiphany came toward the end of a very long workweek. I was in my office thinking about how much I had to get done and trying to figure out how I was going to make it happen. It was then that it struck me that I was taking the wrong approach to team leadership and that the only way I was truly going to be successful was by enabling my teams to be the best they could be.It was at that moment of realization that I recognized my own propensity for micromanagement. I decided that doing the same thing over and over and expecting different results was not going to cut it, I had to do the opposite of micromanagement. I had to work with my teams to create an environment in which they could produce to their full potential.With the four steps below, the office environment and my workload quickly changed.1. Empowerment - Empower team members at all levels of the organization to exercise initiative and innovate new and exciting methods for doing business.2. Encouragement - Encourage team members to be creative, to challenge the norm, and to challenge you (in a positive fashion). This replaces complacency and stagnation with excitement and invigoration in the workplace.3. Appreciation - Regularly appreciate team members and their contributions. I am sure we all know how much more productive and positive we work when we truly feel appreciated.4. Recognition - Recognize and celebrate successes and setbacks. Yes, even setbacks are just opportunities to be taken advantage of. Take the Micro out of ManagementChris DeCamp Director of Technical ServicesWin-River Resort Casino8TribalNet“An effective IT leader is one that works with the team to create a strong vision, then provides the resources and support the team needs to make that vision a reality.” Featured Columns - ManagementFor someone like me who is really results oriented, it was hard to let go of the reigns, to not always have the answer or the best solution. I have to work hard and be honest with myself and encourage team members to hold me accountable as well. This change in approach has drastically changed the work environment for the better. Within months the average amount of overtime hours worked dropped, productivity increased and the office vibe became one of vibrant creativity. I would encourage my peers in IT to look closely at themselves and their practices and to be honest with themselves when asking if there is some component of micromanagement in their management style. If there is, take a chance on change. An effective IT leader is one that works with the team to create a strong vision, then provides the resources and support the team needs to make that vision a reality. In this type of environment, creativity, innovation, and success are all but guaranteed.Christopher has worked in the IT industry since 1996, serving in roles ranging from technical, engineering, management, and executive management. Christopher has been a part of the Win-River Resort Casino team since July of 2006. In his current position Christopher serves as the Director of Technical Services for Win-River Resort Casino. In this role, his responsibilities are directing the information technology, facilities, and housekeeping divisions as well as capital project management and construction management.Gaming and leisure organizations face escalating challenges to increase information security against cyber attacks, improve data quality, modernize their current infrastructure and enhance collaboration. Mainline can help your organization confront and conquer these challenges.Mainline Solves IT Challenges for Gaming OrganizationsFeatured Solutions:• Digital Video Surveillance• SMAC (Social, Mobile, Analytics and Cloud)• Security and Risk Mitigation• Disaster Recovery• IT Infrastructure Optimization• Storage Solutions• Converged and Hyper-Converged SolutionsFor more information, contact:Tyler Burkett Account Executive Cell: 480.221.3244tyler.burkett@mainline.com2015 Gaming Partner of the Year**Awarded by Axis for 3 consecutive yearsNext >