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  • feedwordpress 17:00:54 on 2019/08/28 Permalink
    Tags: , Calendaring, , , Mgr/Asst Team   

    Too Many Meetings!! – Managing My Executives Calendar – Ask an Admin 


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    tips_for_administrative_assistants

    Ask an Admin was created by Office Dynamics to help administrative professionals with their problems through the help of their peers. We don’t always have an answer to each individuals problem but we know some of you might. Please read the question and comment below.

    April M. asks:

    My executive’s calendar is jam-packed on a daily basis & she’s asking me to come up with a better solution to managing her calendar. She needs time to do work, answer emails, etc, but the requests for meetings are constant and a lot of them are at her request. They are needed. They are necessary to schedule. But how do you balance ‘free’ time with meeting times? I block out time on her calendar, but inevitably a meeting gets put in its place. We’ve tried to do only 5 meetings per day, but more often than not it winds up being 7 or 8 or more! I made the suggestion that decisions/discussions happen over email vs. in person in a meeting – but that’s not possible either most of the time. Does anyone have a good meeting/scheduling hack they use? Any good tips for me?

    Thank you!

    Office Dynamics actually has some info on this subject (see below) but we’d love to hear what tips or advice you have. Please leave a comment below.

    We have an eBook called, Mastering Your Executive’s Calendar, a blog Calendar Management for Executive Assistants, videos, Calendar Management for Executive Assistants—the Holistic Approach, Administrative Assistant – Complex Calendar Control, Executives & Assistants Working In Partnership: The Definitive Guide to Success and Managing Your Executive’s Day.

    The post Too Many Meetings!! – Managing My Executives Calendar – Ask an Admin appeared first on Office Dynamics - Executive And Administrative Assistant Training.

     
  • feedwordpress 14:00:16 on 2019/07/23 Permalink
    Tags: , , , Mgr/Asst Team,   

    Calling All Assistants—Secret to Building a Strategic Partnership 


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    Executive_Assistant_Strategic_Partnership

     

    For more than 15 years I have been teaching assistants how to build a strategic partnership with their executives. I especially spend a lot of time on this topic in my World Class Assistant™ designation course. A strategic partnership is quite different from just building a partnership with your executive or just working as a team. An example of how they would be different is that in a partnership the assistant and executive will have weekly or daily huddles. In a strategic partnership, the assistant and executive meet quarterly to discuss (in detail) the upcoming quarter. They look at every facet of what is expected to occur, new projects, how much time might they be involved, who is going to manage what, and more. This quarterly meeting will last 2 – 3 hours.

     

    There is a secret I want to share with you. As I reflect on my 20-year career as an assistant, I know something special takes place when you have a strategic partnership. It is more than the work you do. I call it The Anatomy of a Strategic Partnership.

     

    The Brains

    Use them! You and your executive use your skills to the optimum in order to be a successful duo. You arrive at the office with all your senses engaged (aka as a Cognitive Being!). You think through all the steps (i.e., beginning, middle, and finale) related to projects, situations, tasks, actions, and relationships. Your partner must be free to focus on work and think at a high level.

     

    Then to keep everything moving and engage with your executive in working together in tandem, the following skills must operate in high gear:

    • Communication
    • Organization (This includes keeping schedules, files, projects, people, your executive’s work and your own desk, flowing smoothly!)
    • Time and project management (Stop multi-tasking and partition your time for focused action. Know the deadlines to your project and manage them.)
    • Preparation (Do you arrive flustered, scattered, and blow in like the wind? Or do you arrive early, have supplies and meeting tools in place, ready to roll with the demands of business?)
    • Cooperation (This includes managing expectations, knowing where your boundaries are, teamwork, managing perceptions, recognizing you are on stage at all times.)
    • Self-management (You. Own. Your. Moods. Feelings. Thoughts. Actions.)

     

    The Heart

    You genuinely care about each other—your successes and happiness. You are aware when something is going on in the other person’s personal life that can affect their work. You also are excited when your work partner has a success, their child graduates, or their spouse receives a promotion. It is not a “weird” or “getting personal” thing. It’s all on the up and up.

     

    The Soul

    This is about using emotional intelligence (EI) which is not the same as getting emotional. There are four dimensions of emotional intelligence:

    1. Self-Awareness (I know me.)
    2. Self-Management (I manage me.)
    3. Social Awareness (I try to know you.)
    4. Social Skill or Relationship Management (I attempt to facilitate situations for a positive outcome.)

     

    I love it when an executive and his or her assistant both use emotional intelligence in building their strategic partnership. Do you see how much further your relationship will go and be improved if you apply E.I.?

     

    executive_and_assistant_partnership

    Build A Better Partnership Bundle is the perfect combination of tools for you and your executive to strengthen your partnership.

    The post Calling All Assistants—Secret to Building a Strategic Partnership appeared first on Office Dynamics - Executive And Administrative Assistant Training.

     
  • feedwordpress 15:20:02 on 2019/07/11 Permalink
    Tags: , , Mgr/Asst Team,   

    My Boss is Leaving: How Can I best Help her Transition Out? – Ask an Admin 


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    tips_for_administrative_assistants

    Ask an Admin was created by Office Dynamics to help administrative professionals with their problems through the help of their peers. We don’t always have an answer to each individuals problem but we know some of you might. Please read the question and comment below.

    Alice S. asks:

    My beloved manager/leader/friend is leaving our company at the end of July.  Her departure is going to be shocking to her peers and direct reports.  She is well-loved, unique in her approach and will be missed.  My question is, how can I help make her transition smooth?  What things should I focus on?  Processes to create or follow?  I’m anticipating a lot of stress around this for our company once they find out next week, and want to help her prepare for it.  I almost don’t know where to begin. In over 20 years of experience, this is a first for me.

    Please share your thoughts and advice in the comments below.


    Want to learn more about Ask an Admin and how to submit your own question? Click here

    The post My Boss is Leaving: How Can I best Help her Transition Out? – Ask an Admin appeared first on Office Dynamics - Executive And Administrative Assistant Training.

     
  • feedwordpress 18:12:44 on 2019/05/23 Permalink
    Tags: , Mgr/Asst Team, , ,   

    Being an Administrative Assistant for Two Different Types of Managers – Ask an Admin 


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    tips_for_administrative_assistants

    Ask an Admin was created by Office Dynamics to help administrative professionals with their problems through the help of their peers. We don’t always have the best answer to each individuals problem but someone else might! That’s why we invite you to voice your opinion and thoughts with each post that is submitted to us.

    This week Carrie S. asks us:

    I am Carrie S., an administrative assistant for two different types of managers. Two fire departments, one Chief each. One of the Fire Chief’s is younger and would like to become more organized with appointments, messages, meetings, and tasks. The drawback to my position with working at both fire departments the work week consists of two days and every other Friday. I am not in the office daily from 8-5, so I feel it is hard for me to know what his schedule is on a daily basis. He does not use Google Calendar but has an iPhone. 

    The other Chief, older, but very organized and uses online calendars and his phone as well. I set reminders on my cell and Google Calendar. When a reminder pops up, I text the Chief to let him know of the upcoming meetings. I prepare files with the documentation he will need for the meetings and leave on his desk. He uses Outlook Mail and I will add reminders to the Outlook Calendar in hopes he will see if when I am at the other fire station.

    My post is longer than I anticipated, but I want to assist the Chief anyway I can to make his life easier and more organized! 

    What are your thoughts?

    It sounds like Carrie is the administrative assistant for two different types of managers. One Chief, although older, seems to be savvier with technology and scheduling while the other Chief is struggling with that.

    What should Carrie do?


    Want to learn more about Ask an Admin and how to submit your own question? Click here

    The post Being an Administrative Assistant for Two Different Types of Managers – Ask an Admin appeared first on Office Dynamics - Executive And Administrative Assistant Training.

     
  • feedwordpress 18:08:16 on 2019/05/02 Permalink
    Tags: , , , , , Mgr/Asst Team, ,   

    How Do I Tactfully Voice My Concern? – Ask an Admin 


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    training_for_administrative_assistants

    Executive Assistants and Administrative Assistants have to deal with a lot. Whether that is working remotely, working with several managers or executives, and sometimes supporting an entire floor of employees! Usually, these difficult situations bring up situations that leave them asking, “how do I tactfully voice my concern?”

    Heather D. asks us:

    I am a Certified Executive Administrative Professional and have been an Executive Assistant (EA) for the last 15 years to a VP of my former employer where we had a very good Business Partner relationship. I have since been forced to leave that employer almost 2 years ago now due to downsizing and am in a different EA role with a quickly growing company reporting to both the CEO and CFO.

    The role posted was framed up that I would be supporting them in the day to day activities much like an EA role does however since the day I was hired I have simply been a  “taskmaster/office manager” doing miscellaneous office/employee relations type tasks with very little interaction with either the CEO or CFO including my mid-year and end of the year evaluations. Both senior leaders have grown with the company for the last 28+ years and have never had what we know to be a true EA and aren’t interested in my role evolving to that at all. They did, however, hire a VP of Sales this past July that I was told I would be supporting as well and that he is being groomed to replace the CEO within the next 1-2  yrs. As part of this VP’s onboarding, I got to know him well and he had a true EA in the last 15 years with his former employer and would like to have one here.

    The CEO, CFO and this new VP of Sales all agreed that most of my time should be supporting him and that the VP of Sales was given the go-ahead to rewrite my job description however I don’t report to him or sit near him and both of those are necessary, in my opinion, to do this EA role the most efficiently and effectively (not to mention an accurate job description). The problem is that this company is moving and growing so quickly with “multiple hot irons in the fire” all the time that neither the CEO or the VP of Sales has had any time to see this transition through and it has been about 2 months since they last told me this transition was happening.

    My question is should I be approaching my direct leader (who I have no interaction with), the CEO or the new VP of Sales (which is who I have been working 50-75% of the time for in the last 6 months)? How do I approach this respectfully and voice my concerns in a firm manner around the current reporting/relationship structure?

    Well that is actually a very tough question! How do you tactfully voice your concern as an administrative professional without causing trouble?


    Want to learn more about Ask an Admin and how to submit your own question? Click here

    The post How Do I Tactfully Voice My Concern? – Ask an Admin appeared first on Office Dynamics - Executive And Administrative Assistant Training.

     
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