Administrative Assistant's Update - sample

MAY 2017 6 6 Bree Austen Career paths The EA's transferable trove of skills By Bree Austen Administration can be defined in many ways, depending on the indus- try or context, but the overarching theme of the defi- nition is to oversee the operation of something or to put something into effect. The 'how' of that definition is what differentiates one organization or office from another, the specific tasks required of an assistant or adminis- trator to execute the work. The to-do list; things like calendar management, meeting preparation and minutes, travel bookings, expense reporting, and even sorting mail and ordering supplies. However, having reflected on the various different roles that I've held over the last twenty-odd years and what I've learned along the way, I think that the biggest revelation I've had is in the commonalities between each role rather than in the differ - ences. Consider this: if we set aside the specifics of each individual organiza- tion or office's purpose and goals, there are a countless number of transferable skills that an administra- tive assistant, executive assistant or administrator possesses. In February, I discussed eagerness to learn and be helpful, openness to change, and adaptability. Whether these are natural talents or developed skills, they are applicable in every of- fice setting. These are the ways that an assistant builds excitement and rallies support to champion the goals and objectives of the office. Other transferable skills that can be applied in any setting include: Organizational assistance: gather- ing data, organizing it logically and filing it effectively for future recall and applications. Efficiency: managing time, yes, but also critical consideration of processes to ensure that all tasks and their meth- ods of execution are a value-add to the organization. Critical thinking: observing pat- terns and understanding the needs of the organization, and bringing perspective and alternate viewpoints to meeting discussions. Relationship building: under- standing and recognizing the contri- butions of every stakeholder, at every level of the organization. Treating everyone with respect, empathy, and importance. Communications: at its most basic level, effective communication is professional, grammatically correct, and timely. Most importantly, though, is listening. As I mentioned, I applied for and was granted an opportunity to grow from an executive assistant role into a management role. That was six months ago and this is what I've learned: All of those transferable skills are more important than ever. So, what's changed? I am still ap - plying all of my transferable skills, but the stakes are now much higher. Instead of listening to occasionally add my perspective to a conversation, I present my strategic goals and my plan to achieve those goals. Instead of completing expense reports, I'm overseeing the budget. Instead of considering only my own time, contributions and career path, I'm responsible for leading and providing support to team members who report to me. Funny enough, the main challenge that I've faced in my new role is letting go of some of the administrative tasks that I am familiar with and comfort - able doing and, instead, concentrating my time on team development, stra- tegic planning and budget planning. Luckily, I have supportive leadership and a capable team who trust me and whom I know I can trust. What has made the leap manage- able? My personal mantra that we are all in service to someone. In my new role, I am in service to the leadership of Haskayne School of Business and the University of Calgary to make and execute thoughtful and defensible decisions. I am also in ser- vice to my team, who rely on me for direction and support. And, all faculty and staff at Haskayne are in service to the students, alumni, donors and About Bree Austen AAU interviewed Bree Austen for our coverage on mentoring and collaboration (Aug. 2016). Shortly after that Ms. Austen accepted a position as Manager, Operations and Facilities, at Haskayne School of Business, University of Calgary, where she had been EA to the Haskayne dean. AAU thought Ms. Austen's career path would interest readers who are looking down the road at the potential for their own careers. So we asked her if she would describe that path from her entry into the office professional field up to her present position in management. Next month: Bree reflects on her new role as Manager, Operations and Facilities. Continued on page 7

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