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 Executive’s interruption … and still smile about it.

The Power of “Yes”

The point is, never underestimate the power of “Yes” 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, “Yes”. In that same situation, how often do we think instead, “Oh No”?  The “Yes” changes our thought patterns, attitudes, facial expression, posture, and more.

This great salesman went on to speak of the old marketing strategy where a client’s question is never responded to with a “No.” Instead, if someone asks for something you cannot do, say something like, “So here is what I’d like to do for you. See what you think …” or, “Let’s discuss what I can do,” or “Yes, I wish I could do that; here’s what I can do …”

Let’s 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 don’t 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 Executive’s perspective and know what their version of “blue sky thinking” 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, “What battles can I fight with you? What dragons may I slay?”
  • 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, “Is there anything additional I can take off your plate?”

Asking this question raises your awareness of your Executive’s work and will show them you mean business. Initially, they may say “No,” 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 don’t have to remember to do it?

Make a point daily to be aware of your Executive’s goals for the day

What’s 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 presentation’s animation woes?

Assist and create your Executive’s work/life balance

Sometimes, just leaving a cold bottle of water on their office coaster or reminding them it’s 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 Executive’s 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 Executive’s goals

This may sound basic, but really it isn’t. Don’t let yourself be so caught up in the work that you aren’t on track with your Executive.

Ask your Executive, “Is it working for you? Is this what you want?”

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. Don’t let people “save up” 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 “skin in the game” 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

It’s what you say, it’s 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 couldn’t 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? (Doesn’t that present your Executive as being behind the 8-ball (even if they are …) 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.

Joan Burge is known as the pioneer of the administrative training industry. Joan is an accomplished author, professional speaker, corporate trainer, and coach. After working in the administrative profession for 20 years, Joan founded Office Dynamics ... (Read More)

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