Administrative Assistant's Update - sample

AUGUST 2016 6 6 Managing more than one executive It's up the admin to take the initiative By George Pearson Administrative professionals are increasingly being asked to serve multiple executives and teams. In these situations it behooves the admin to size things up, then take steps to manage risks and clarify individual roles. This was the advice of Lucy Brazier, CEO of UK-based Marcham Publishing, publisher of Executive Secretary magazine, to delegates at the Administrative Professionals Conference in Toronto in April. "If you are not careful when dealing with multiple bosses," she says, "you can end up letting all of them down and consequently jeopardizing your career." Work overload, conflicting messages Prime potential trouble spots include work overload, conflicting messages from the bosses and multiple bosses wanting to be your first priority. A critical aspect of the admin's job is to assess what she or he is up against, and then take steps to mitigate the risks and make everyone's job easier. Executives will vary widely in leadership styles, Brazier points out. A proactive leader, for example, may be driven and quick to challenge, and at the same time be impatient and a poor delegator. A reactive follower may be dependable and a good listener, but also be slow to trust and look for outside approval. The admin needs to develop appropriate body language, as well as tone, pace and pitch of voice in approaching the executive. In dealing with the proactive leader, for example, the admin may benefit from direct eye contact and controlled – not overly expressive – gestures in making a point. Be confident and direct in communicating, even challenge from time to time, and emphasize results. Communications with a reactive follower will be more relaxed and less distant, with small gestures and a warm and steady approach, Brazier advises. Take things step by step and project a thoughtful approach. Build a relationship The most important thing to recognize, Brazier stresses, is that it is up to the admin to take appropriate steps in building the relationship between her or him and the executives. Brazier recommended four stages of team building proposed by Bruce Tuckman in 1965 as the basis for this relationship development. Through those four stages, the admin and executives: (1) learn about each other; (2) challenge each other; (3) get accustomed to working with each other; and (4) perform as one unit. The key to a strong and effective relationship between an admin and executives is good communication, Brazier emphasizes. "When you are given a task," she says, '''find out why it's important, what the expectation regarding the end result is, when it is due, what updates are expected and how often." Regular meetings are essential, as is getting executives to help set priorities. "They might not realize how much you've got to do that's not for them – and how urgent it is," she points out. A graphic way to demonstrate – and handle – the multiplicity of tasks and projects expected by the executives is with a graphic organizational system that plots and colour codes tasks, projects, meetings and other elements on the admin's agenda. Stay organized, no matter what Sharing this diary/work schedule with all executives will impress upon them the shared nature of the admin's work schedule and accountabilities. "Stay organized," Brazier warns. Also, "saying 'no' to people can actually be good for your role, your mental health and your career." Taking care of one's health is paramount. "You need to take care of yourself so you can take care of them," Brazier says. Eat and sleep well. Exercise. Finally, develop your networks inside and outside the organization now – not when you suddenly need them. Credit: haru_natsu_kobo/Shutterstock

• Cover