Administrative Assistant's Update

SEPTEMBER 2017 4 couraged to reach beyond their own departments to serve the hospital. "You have to understand what your own accountabilities are," she says, "but if you can satisfy those and you can show an interest in other things, then no one's going to [hold you back]." It's an organization style that suits Sue Dunn to a T. For example, she leveraged her social media training to create a new role, outside of her regular responsi - bilities, tweeting about the medical "rounds" (forums to share best prac- tices) at Michael Garron Hospital. (See EA's tweets attract interest in hospital's "rounds," page 3) Dunn's initiative is one example of her "boundary-spanning" ability to look beyond her own own job to as- sist others in supporting the hospital. That approach depends on building solid relationships with her admin peers and bosses. With her assistant's attitude, says Andress, "you start to appreciate each other on a different level." "She also advo- cates on behalf of others who may not feel that they have a voice [and] she does it in a way that's not offensive." Dunn also assists five managers who report to Andress and takes on special projects at times to help other vice presidents and the CFO. At a high-demand institution like Michael Garron Hospital, Andress says, her schedule is "a nightmare. I'm very much moment to moment from the time I get in here at 7 o'clock in the morning until I run out of here with my hair on fire at around 6." Dunn keeps the lid on by arrang - ing her boss's calendar, paying at- tention to who is asking for her time and anticipating potential "potholes" (Andress's word). While Andress deals with immedi- ate demands, Dunn looks ahead on her behalf by preparing a portfolio of her boss's calendar obligations including relevant attachments. 'We rely on EAs to be proactive' Dunn's ability to anticipate and not wait for instructions is crucial, says Andress. "Now we really rely on EAs to be proactive, to think ahead." She also credits Dunn with prod- ding her to try new approaches to ongoing tasks and issues. "She'll come to me [and say] have you ever thought of doing thus-and- so?" Andress says. "I'll say 'no, I haven't, actually. Why don't we try that?'" Given their long-term professional relationship of 27 years, Andress laughs "We're almost like married people so she sees the patterns and she keeps me on track." For example, Dunn sets up the in - terview process when Andress needs to hire a new manager. In prepara- tion, Dunn may suggest a change in the process based on what they saw in a previous interview. Knowledge work, not task work "So she [Dunn] is prompting my thinking based on what we've experi- enced together. It's knowledge work; it's not task work anymore. Task work I can get from an application— with the exception of managing my calendar." Both Andress and Abrahamson appreciate Dunn's deep knowledge of the hospital's staff and opera- tions that helps her handle sensitive communications challenges on their behalf. "Sue has a high degree of intuition and also emotional intelligence," says Abrahamson. Understanding personalities "Physicians can be a very hard group to communicate with. She [Dunn] understands completely the personali- ties, like how do you approach this person [who] is never going to answer emails and I'm going to have to go and track him down … and then she will do that." Abrahamson recently needed to meet, one at a time, with a number of the organization's medical leaders, an organizing task he characterized as "kind of like herding cats." Dunn handled the assignment with efficiency and aplomb, setting up a dozen or so meetings between Abrahamson and the physicians. "It's a timesaver for me," Abra - hamson says, "and makes me much more efficient in what I do." Volunteering in a crisis Boundary spanning also comes into play when Dunn joins the hospital's command centre, set up to respond to a crisis in the building and communi- cate with officials and services in and outside the hospital. It's not among her job responsibili- ties, but her presence is deeply val- ued. Says Andress: "It's such peace of mind to know that somebody's tak- ing that on. That's sort of the nature of what makes Sue Sue." Meanwhile, in praising Dunn's contribution, Abrahamson cannot resist upending the stereotype of the "fetchit" admin: "If anybody's going to go to get coffee, it'll be me." An EA for all seasons Continued from page 1 Irene Andress John Abrahamson

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