Joan Burge explains why your sole purpose is to support your Executive
As Executive Assistants, sometimes you become so caught up in how busy your job is and the many tasks you must complete that you can forget that your sole purpose is to support your Executive(s). Sometimes your Executive comes to you when you are already hard at work handling something they have assigned to you, and you feel like your Executive is interrupting you. Yes, they are, but ⊠that is your job.
While you are juggling the many tasks, projects, programs and policies, your utmost responsibility is to juggle all that, welcome your Executiveâs interruption ⊠and still smile about it.
The Power of âYesâ
The point is, never underestimate the power of âYesâ in your thoughts, attitudes, and the first word you speak to others. Your Executive will remember you as a positive, can-do person, even when they interrupt the work they gave you earlier!
Sage advice was given by a very successful salesperson who said that when anyone approaches us and interrupts us, we need to just smile and think, âYesâ. In that same situation, how often do we think instead, âOh Noâ? The âYesâ changes our thought patterns, attitudes, facial expression, posture, and more.
This great salesman went on to speak of the old marketing strategy where a clientâs question is never responded to with a âNo.â Instead, if someone asks for something you cannot do, say something like, âSo here is what Iâd like to do for you. See what you think âŠâ or, âLetâs discuss what I can do,â or âYes, I wish I could do that; hereâs what I can do âŠâ
Letâs look at ways to add value to your Executive(s):
See the Big Picture
Why? Think of a jigsaw puzzle. If you open the box, pour all the hundreds of pieces out onto the table, but you donât have the cover to look at for reference, it will take you much longer to complete.
Just like that large puzzle, as an Executive Assistant you can get the job done ⊠but without the big picture it will take you longer. You may do many small tasks every day, but you may not be getting anywhere or making great strides.
But when you know the scope of your leader, organization, business, and industry, then you can make those great strides toward adding more value to your organization.
- Ask more questions of your Executive that encourage them to share the big picture with you. Focus on gaining your Executiveâs perspective and know what their version of âblue sky thinkingâ looks like. It will help you frame the work they give you, and help you grow as you support them by emulating their vision as you work.
- You may not be a predominantly big-picture thinker. Instead, if you are a more detailed thinker, you will want to purposely make time and look at what events, projects, trips, or meetings your executive has coming within the next 2 and 3 months. You may need to stop physically and mentally, putting your daily task aside for a half hour and then use calendars, retrieve projects and deadline dates to connect the dots of their schedule and what it will mean for the two of you and the work.
- Ask questions; be inquisitive. Being interested leads to asking cognitive questions and that leads to demonstrated learning and raised awareness that you are an Executive Assistant who grasps their battles as your own. For example, one Assistant greets her Executive some mornings by saying, âWhat battles can I fight with you? What dragons may I slay?â
- Follow trends. Read the news, industry-specific publications, and company blogs; then ask questions. (You may have to ask your Executive about it until you understand what you are reading.)
- Be an investigator who is eager for knowledge, unduly curious and inquiring (a research worker). Knowledge is power, so devote a portion of your time weekly to educating yourself by researching appropriate subjects so you can elevate your knowledge level.
Consolidate weekly objectives and communicate back to the Executives and/or all team members
Can enough ever be said about the need to promote consistent, clear communication that is circular?
Ask, âIs there anything additional I can take off your plate?â
Asking this question raises your awareness of your Executiveâs work and will show them you mean business. Initially, they may say âNo,â but over time, they will offload work to you.
Be intuitive and proactive to the needs of your Executive
Do they need to keep snacks in the office for late workdays (if you are still working in the office)? Do they need a medical appointment for immunization or a sleeping aid for upcoming international travel? Would they like a copy of their itinerary emailed to a partner or friend so they donât have to remember to do it?
Make a point daily to be aware of your Executiveâs goals for the day
Whatâs cooking hot on the griddle that morning? What meetings do they need to prepare for, and what do they wish to see come from subordinates that day?
Share your skills with your Executive
Do you have hobbies (e.g. wine tasting) that could assist your Executive in entertaining clients? Can you edit like a genius? Are you a graphic artist that can nail that presentationâs animation woes?
Assist and create your Executiveâs work/life balance
Sometimes, just leaving a cold bottle of water on their office coaster or reminding them itâs time to finish for the day helps a lot.
Organize your Executive
Busy people need organized people to make it all work well. Keep your Executiveâs schedule on time, arriving where they need to be (virtually or in person) with tools in hand, knowing who will be there and what the objectives are.
Keep your Executive on track
Sometimes you need to gatekeep for your Executive by being a pit bull or sometimes a teacup poodle.
Align your goals with your Executiveâs goals
This may sound basic, but really it isnât. Donât let yourself be so caught up in the work that you arenât on track with your Executive.
Ask your Executive, âIs it working for you? Is this what you want?â
Who would not want to be asked this, as it demonstrates professionalism and a focus on results? By checking in periodically, you can gain knowledge and thus avoid unpleasant surprises at your review time. Donât let people âsave upâ and comment because you did not ask them for feedback.
Use the start, stop, and continue process. What would you like me to start? Stop? Or continue?
This tip is a great way to open a conversation, and to gain details, especially from a quiet Executive or one who is a no-detail type.
Partner with Your Leader
Do you partner with your leader? That means, if they bring you something, do you do it as you see fit or synergize together to form a common mindset?
Synergizing partners you and your leader together and allows for a higher level of excellence, communication, and resulting success to occur. Partnering with your leader means you have âskin in the gameâ and you are not just working at a job. It means you wish to demonstrate to your leader that you have chosen to rise or fall with them, and you wish to see them succeed.
Partnering also depends on your Executive; you cannot partner with your Executive without their consent and participation.
Make your Executive look good
Itâs what you say, itâs how you speak about your Executive to others, and how you address them.
Represent your Executive when they are not there as they would want to be represented
- When your Executive is not present, do you represent them as though you couldnât be bothered?
- Do you respond quickly when your Executive lists you as her point of contact on her out-of-office message?
- Do you respond to visitors and callers in a harried, rushed manner? (Doesnât that present your Executive as being behind the 8-ball (even if they are âŠ) and make them look bad?
Anticipate the who, what, when, where, and why
The ability to anticipate and to prepare is always critical. Asking the right questions and the appropriate follow-up questions, means the difference between success and failure.
