Author: L. Anne Thompson

  • Thanks for all you do!

    You work hard all year long. You answer the questions. Herd the cats. Keep everyone on task & on time. Do 5 impossible things everyday by lunch.

    You are awesome!

    Keep up the good work!

  • The Mean Admin Club

    I recently had a chat with a peer EA about an encounter she had with another EA that caught her completely off-guard. In this post, I’m discussing a topic I don’t hear talked about much: a subgroup in the office profession that I call The Mean Admin Club. Some people call them Office Assassins, Silent Assassins or Office Harpies. In this post, I’ll share one encounter I had, how to spot and strategies to deal with Mean Admins.

    I most often witness this behavior among EAs but I’ve found Mean Admins in other office support roles. I call them Mean Admins because the behavior reminds me of junior high kids.

    Mean Admins use micro-aggressions, gossip, passive aggressive, outright aggression as their go-to influencing tactics. They are ready to take down anyone who isn’t on their side. Their goal is to keep people off balance and emotional.

    In a healthy work environment, you may run into 1 or 2. It’s not fun but is manageable. When they find out their behavior isn’t tolerated or welcome, they look for easier pickings but not before poisoning the well on their way out.

    In a toxic work environment, things get very dicey because the behavior is tolerated and sometimes even enabled by other team members, partner departments, or leadership.

    A toxic office

    At this stage of my life, the arthritis in my knees progressed to the point where they were unstable, I was in excruciating pain, walked with a limp, and used a cane daily. For some measure of pain relief, I was on a rotation of Tylenol, Aleve and Ibuprofen, because anything stronger would interfere with my ability to do my job.

    I supported two regional Directors. One leader’s office was a 3 minute walk from mine and the other was several floors away in another wing. I spent most of the day working in my Director’s departments and not much time in my office.

    This was a toxic work place, with the Old Guard protecting their turf through gossip and intimidation against the New Leaders, hired to improve the department’s metrics and overall customer satisfaction.

    I found out how toxic the gossip was after a closed door conversation with another coworker who invited me in to chat and promised to keep our conversation confidential, came back to me not 10 minutes later when an Old Guard leader called me into their office to explain myself.

    As you might guess, my primary goal was to focus on the job, keep relationships professional and interactions brief.

    It was in this environment that I met an overtly Mean Admin.

    Encounter with a Mean Admin

    I’ll never forget the day I met this gal. She introduced herself as: “Hi, I’m X and I’m a bitch.” I was caught off-guard and before my brain could stop my mouth, I replied, “Good to know.”

    During the course of our time at this organization, she regaled me with stories of her bitchiness, the pleasure she took in bossing people around to get what she wanted, that she held a grudge. Not limited to coworkers, she told me how she derailed her boyfriend’s career because it meant he’d have to move across the country and she wouldn’t allow him to live out of her line of sight. Miss Bitch was a backstabber, being nice to people’s faces but after they walked out, she’d turn to me and say, “can you believe that shit?” or “who do they think they are?” or “they are so stupid!”

    There were 3 occasions when we needed back-up. She was out of office on 2 occasions, and asked me to cover her Super Early Morning Meeting (room set up and scribe). A couple months later, I asked for her help with a room booking. She agreed as long as I sent her the details via email, which I did. At the last minute, she handed the uncompleted task back to me saying she was too busy.

    Other than that, we did not back each other up for calendar support. My leaders received multiple complaints about Miss Bitch and preferred to manage their own calendar when I needed to be out. I supported leaders who were not on good terms with her leaders, so there was no way they would grant me access to their calendar because they assumed everyone gossiped as much as they did.

    All of which was fine because for the most part, our leaders interacted with each other at the weekly staff meeting so we had very little day-to-day business with each other. We did, however, share an office and exchanged good mornings, maybe followed by general chit-chat but it wasn’t unusual to be head’s down and working.

    One day, I walked in, said good morning and she said nothing. I figured it was a rough day for her then headed over to one of my departments to work on a major project. It took me a few days to realize she wasn’t speaking to me at all.

    I am pretty self aware and know when I’ve said something wrong because my conscience nags me until I apologize. That was not the case here. I reviewed events of the past few days and couldn’t find anything I said or did that could be considered as offensive.

    I was pressed for time on my project and tamping down the latest surge of pain and figured she’d speak up if it was important.

    One week into the Silent Treatment, I remembered she said she held a grudge. This may not have been the best course of action, but I was curious: how long would she keep it up? I decided to find out.

    Six weeks later, my curiosity got the best of me. I walked into our office, shut the door and asked if I’d said or done anything to offend her.

    She had been waiting all this time for me to speak up. She quickly spun her chair around and said, “I’m so glad you asked” and went into a lengthy rant, the gist of which was: I wasn’t a team player because I didn’t clean up the conference room after her department had a retirement party on the day she had her super-early morning department meeting so she had to stay late on her longest day of the month and how could I be so insensitive to her needs?

    I don’t know how I kept a straight face. When she finished, I said, “I’m sorry you feel that way but I don’t keep track of your schedule. In the future, it would be super helpful if you just ask for help.”

    In retrospect, it was not the best course of action to let it go that long. I decided that if I ever ran into this situation again, I would speak up.

    Identifying the Mean Admins

    What are some of the warning signs that you’re dealing with a Mean Admin – assuming, of course, they don’t come out and tell you. I’ve found that, for the most part, they don’t announce it that directly. You need to observe behavior, listen to the way they talk to people. And even then, you’ll find out when you least expect it.

    The members of this group share some or all of these traits:

    1. Know It Alls. Yes, admins need knowledge on a wide range of topics, or know how to find out information, but there is no need to be a jackass. They are not interested in sharing best practices. They hoard knowledge. When they do share information, they make you feel like YOU’RE the idiot.
    2. On a power trip. Whether they leverage their leader’s position to throw their weight around or feel it’s their right due to their title/level. They fly off the handle at the most mundane crap. Some treat their leaders with the same contempt they treat everyone else. Be very cautious when you learn their executive finds this behavior hilarious.
    3. Dump work on their peers. They are not doing their work and put effort into dumping their work on others. As their coworkers realize they’re a pain to work with, they begin to work around the Mean Admin and the work gets piled on the competent admins.
    4. Aggressive and PROUD OF IT. Miss Bitch was the only person I’ve encountered to introduce herself as a Mean Admin. Better to know upfront than find out they are…
    5. Backstabbers: nice to your face but as soon as you walk away, they’re criticize everything from your laugh, today’s outfit or your very existence. They will throw you under the bus at every opportunity. These are harder to spot and you’ll find out when you pull the knife from your back.

    Coping skills

    Working with Mean Admins is difficult on a good day. They are a pain in ass to deal with, so eventually, people start working around them rather than face their unpredictable wrath. The strategies I’ve developed:

    • Read the Room: understand your environment and the players. Choose your confidante very carefully. In a healthy environment, you can speak up to leadership, HR or Employee Relations. In a toxic environment, speaking up will work against you.
    • Journaling: to brain dump the emotional crap. Whatever format you choose, keep this in your personal space and do NOT use your work computer/laptop.
    • Documentation: stick to the facts. Fish out the details after a brain dump session. Focus on data: names, dates, circumstances. In my career, I’ve had 2 occasions to bring my documentation to leaders. Keep documentation on your work laptop and a copy at home.
    • Minimize contact: work with them when you must then lean on your team’s standard work, templates and company policies. You may have to work with them but be professional and keep the interaction brief. Mean Admins prefer Disposable Communication (texts, IMs and phone calls) to written communication. They don’t like to be held accountable. Follow-up any Disposable Communication with an email.
    • Be professional at all times. Remember, their goal is to mistreat you until you lash out. When that happens, they run straight to their leader, play victim and blame you – this is why you keep documentation.
    • Execute your work to the best of your ability. Which is a good rule of thumb every day, but when faced with Mean Admins, flawless work product is your best defense. Expect to get a comment like, “don’t work so hard, you making the rest of us look bad.”
    • Establish boundaries and stick to them. You were hired to do YOUR job, not theirs. It won’t be easy. Mean admins hate rational adults. At the end of the day, they are bullies and they will peck at you. This is more data for your documentation.
    • Don’t gossip. Also a good rule of thumb. Gossiping gets admins fired. Don’t be fooled into thinking that if you keep your head down, no one will talk. Mean Admins are keeping track and looking for your weakness.

    Members of this club are neither helping the profession nor their career. When the leaders are holding the admin team accountable, the bad actors bolt after receiving verbal / written warnings but before they get fired. Usually with short notice and at the worse possible time.

    When they start going down in flames, expect them to be out of office a lot or they go on a leave of absence. Along with this usually comes an upsurge in complaints about how everyone mistreats them.

    What seems to shock them every time: no one with any sense comes to their defense. Former conspirators start distancing themselves to save their own skins. Pay attention with this starts to find out who you need to keep a sharp side eye on. These people are not allies. They’re looking for their next target.

    Knowing how to spot and manage Mean Admins helps but it won’t be easy. Hopefully, it will be short-term. If you’re in a toxic workplace, then it’s time to plan your exit.

  • Top 3 ways to step up as a leader

    As an EA, our profession is often associated with the tactical skills, such as scheduling, coordinating meeting and travel, scribing meetings. However, the EA has evolved considerably in the past few years, and it is important to recognize you are a leader in your organization.

    You don’t have to be the Lead EA, manage others, or even be an EA. You could be any administrative professional and be a leader. Being a leader simply means taking ownership of projects and responsibilities, being proactive, and contributing to the overall success of the organization. In this article, I will discuss three simple ways EAs can step up to leadership.

    Develop a strategic mindset

    Admin professionals can become leaders in their organizations by developing a strategic mindset. Yeah, you probably hear that a lot, but what the heck does it mean?  It means understanding the organization’s goals, objectives, and long-term vision. Become aware of the challenges and opportunities facing your organization and be able to identify ways to contribute to its success. 

    These could be small opportunities. EAs have a lot of power but you may not know or fully appreciate it. You don’t have to ask anyone’s permission: be a trendsetter! Create your own process to solve whatever Your Big Headache is and use it.  People will see how great it is and adopt it. 

    To develop a strategic mindset, ask questions and seek out information about the organization’s and your leader’s goals and objectives. Stay informed about the industry and market trends that affect your organization’s performance. Do you know the top 3 products or services of your organization?

    With a basic understanding of the company, you can provide valuable insights and recommendations to your executive and demonstrate your leadership potential.

    Take ownership of projects and responsibilities

    Demonstrating leadership potential starts by taking ownership of your projects and responsibilities. This means going above and beyond what is expected and taking initiative to complete tasks to the best of your ability.

    I say this a lot: doing the minimum is not good enough. If you want to build a solid EA career, you have to consistently provide value that your executives didn’t know they needed until you delivered it.

    Be proactive in identifying areas where you can contribute and improve processes. Take the lead in organizing and implementing new initiatives, demonstrating your ability to manage projects and collaborate with colleagues. Again, you don’t have to ask permission: if you’ve got an idea to solve A Big Headache, then develop it and share it with your peers.

    Continuously improve skills & knowledge

    I am shocked each time an EA or other admin professional tells me that they just don’t want to learn a new app. Of course, being a professional, I don’t show that shock on my face. I get it. I’ve forgotten more apps than I currently use. Anyone remember WordStar? WordPerfect? No. Because they do not exist. These apps are no longer relevant.

    You become a leader by continuously improving your skills and knowledge. This means investing in your professional development and staying up-to-date with trends and best practices.

    Attend conferences, workshops, and training sessions to learn new skills, gain knowledge and network with peers outside your organization. Pursue certifications or advanced degrees to demonstrate your expertise and commitment to your profession. 

    There is a plethora of training opportunities, both in-person and virtual. Join a professional organization like IAAP, subscribe to Executive Support Magazine, sign up for webinars, work with a coach. 

  • Taking Minutes on Unfamiliar Topics

    Meeting scribe is a core skill for admin professionals at any level. In the course of my career, I’ve changed industries several times. For today’s post, I’ll share my five tips for taking minutes when the topic is complex and over your head: meeting review, question code, transcribe, note actions, and training.

    My first full-time admin role was in the Environmental Health & Safety (EH&S) department at Fred Hutch. One my tasks was to record the minutes at the monthly safety committees, which were on a rotation between the Radiation, Biological, and Health & Safety.

    I have a BA in technical theater: stage management and design. My math and science skills were fine – I was a B student but I took very few science courses in college. Certainly nothing on any of these topics so I had to learn on the job. What I lacked in technical knowledge, I make up for with curiosity and a desire to learn near things.

    Every job I’ve had involved taking meeting minutes. After EH&S, I transferred to Public Health Sciences where I took notes on a wide range of topics: women’s cancer, cancer prevention, bone marrow transplant, cardiology, cardiothoracic surgery, surgical sterile supply, endoscopy, surgical safety committee, data security, smoking cessation, corporate sales and reliability engineering.

    I started all of those jobs with zero knowledge of the topics but I developed a system. My meeting minutes have been repeatedly praised for their high quality.

    The purpose of telling you this is that you don’t have to start with an understanding of the topic, but over time, if you following these tips, you can become very good at taking minutes.

    Meeting Review

    Start with the agenda, whether you are responsible for creating it or you work with the Chairperson. The Chair wants good minutes. If you’re new, demonstrate you want to learn more and a willingness to improve. Take notes. In order to learn a new topic, you’ll need to listen, record and regurgitate the information. Schedule review time and they’ll probably be happy to answer questions – up to a point.

    After the meeting, clean up your minutes and ask the Chairperson to review, comment and make corrections. At first, you’ll get the acronyms wrong, you’ll misspell the lingo. That’s ok. You’ll learn so much from the review meetings. Ask specifically for feedback on your minutes then use that information to improve your skill.

    Over time, the reviews will go more quickly with fewer edits. Your Chair may decide you ready to fly free and skip the review.

    Develop your code for questions

    Note taking is a core skill, whether you’re taking minutes or making a note to complete a task later. If you’re not in habit of taking notes, start now.

    Develop your own code for asking questions – highlight text or insert a specific symbol to alert you that you need to ask someone for clarification. You may go back to the Chair or someone else in the meeting. Whatever the case, keep it simple to serve as your reminder to follow-up.

    Meetings tend to move at the speed of light and you may not be able to stop the meeting to ask the group what something means or ask people to repeat what they said – unless it is of legal or HR importance, then, yes, ask during the meeting.

    Use attendee initials if your meeting requires you to track who’s speaking.

    Transcribe the meeting

    I’ve tried several minute taking methods: hand written, typing and recording. I found I can’t write fast enough to take effective notes. Recording then reviewing the audio later was problematic for several reasons:

    • In a large meeting room, people far away from my recording device can’t be heard
    • When new or subbing for another admin, I don’t know most of the attendees so I can’t figure out who’s talking
    • There’s never enough time afterwards to spend 3 times the length of the meeting to listen to the recording

    I transcribe the meeting, like a court reporter, on a laptop.

    Don’t try to summarize the material DURING the meeting. Focus on recording.You already know what the agenda is about, you’ve asked the Chair your pre-meeting questions. Record the discussion, forget about grammar, spelling, formatting and punctuation.

    Develop a system that works for you. Use the agenda as the outline for the doc or just type and copy/paste the meeting notes into a new doc after you’ve cleaned it up. The point is, keep it simple so you can work quickly and send the minutes out quickly.

    I recommend blocking 1.5 – 2 hours after the meeting to finalize the minutes. Use this time block to clean the document up and write the summary. The meeting is still there in your short term memory. It won’t be there in the morning.

    Pay attention to tasks

    Whether or not your minutes serve as a legal document (board meetings, safety committees, etc), tracking actions is the most important function of minutes. Without group alignment on actions, that meeting should be an email or a document.

    During the meeting, pay close attention to call-outs and action items. If it’s not made clear during the discussion, speak up and ask for clarification on the action, owner(s) and deadline.

    Take basic training

    When I worked at EH&S, I started a habit: I took every basic safety course the techs were required to take: radiation, chemical, biological, general safety. Taking the training everyone else takes shows your sincere desire to understand the material, gives you an opportunity to ask more questions and you learn the language of your team.

    Learn about the topic. Find and sign up for training the rest of the group is required to take. If there isn’t training in that area, ask your Chairperson or executive to recommend reading or an online class. Chances are, if you’re learning for the job, your employer will pay for you to go.

    Then do the work, ask questions, request feedback. People want to tell you all about their own business. You can see it on their faces. They love to geek out on their specific area of expertise. Let them! You’ll learn so much, earn trust and who knows? You might find that you are fascinated by the topic and want to learn even more.

    Find a mentor. Perhaps your executive is too busy to be your mentor but there is someone in your group who would be happy to show you the ropes.

    Taking meeting minutes and notes are core administrative skills. Every admin joins their group with little to no knowledge of their team’s subject. Hold meeting reviews pre- and post- meeting with the chair. Develop your own systems to track questions to ask after the meeting. Transcribe minutes during the meeting. Listen closely for tasks. Be curious. Learn about the business.

    Understanding your executive’s business is a key skill toward becoming a strategic partner. You can do it!

  • What it takes to become an Executive Assistant

    When you read a job posting for an EA role, it sounds easy enough, right? These job descriptions are generic because each role is tailored to the executive needs and the specific EAs unique skillset. In today’s post, I’ll explore the top skills I feel are needed for an entry-level EA. This is a long post because the EA role is complex.

    I’m writing this post for 2 reasons:

    1. To educate non EAs about what this role is actually about.
    2. To educate people considering the role but don’t know what is required. It’s much more involved than people realize.

    Earn trust & related skills

    In the Earn Trust post, I wrote why it’s important to earn trust. It’s at the top of this post because without trust, you simply will not be an effective EA. A trust broken is very difficult to mend.

    Here is a short list of advice related to trust: do not gossip, under promise and over deliver, do your best work, ask for help when you need it and learn when to say no.

    While everything can be learned on the job, the more you bring to the table at the start will better positioned for success. This is by no means an exhaustive list and I could easily write more detailed posts on each.

    Calendar management

    Priorities are ever-shifting and need to be managed. Scheduling and rescheduling meetings is a fact of life and a core skill for EAs. You need to regularly review your executive’s calendar and proactively manage scheduling conflicts.

    Beyond meetings, leaders need time to do their work, take breaks, have lunch, complete pre-reads, process meeting information, travel from one meeting to the next, coach their directs, develop their network, and dream up the Next Big Thing.

    All day back-to-back meetings is the quickest path to burnout.

    EAs coordinate with other EAs to schedule meetings. You need to develop solid relationships with your peers in order to effectively schedule meetings. Don’t forget to effectively and efficiently manage your own calendar.

    Email management

    Managing an executive’s email may or may not be required. A high level of trust between you and your leader is required because you have access to highly confidential information.

    You need an effective system to manage your own inbox effectively. I recommend implementing simple automation tools, such as Outlook Quick Parts, to quickly generate repetitive email content.

    Apps, Policies

    In my opinion, EAs need to be at least intermediate users of word processing, spreadsheets, slides, org charts, instant messaging, and teleconferencing apps. As the people always in the office, EAs can expect to troubleshoot printers, copiers, computers, laptops, network connections. I’ve Google-searched and solved my own laptop issues on multiple occasions. Guess what?

    In addition, you have to learn and master the systems your company uses for expense reporting, procurement, customer/client management, travel, conference room booking, space and project management.

    EAs are expected to provide advice and guidance on company policies and procedures or know who to contact for such information.

    Travel coordination

    You’ll coordinate all aspects of your leader’s travel: flights, hotels, ground transport, restaurant reservations. Complex multi-city travel may require a spreadsheet to plan the trip. International travel may require researching and applying for visas, understanding local culture and customs, obtaining local currency, special charging cables/plugs for laptops and mobile phones.

    You need to understand your leader’s travel preferences for flights, lodging, ground transport, dietary restrictions, travel times to/from the airport.

    Once the travel is booked, you need to provide your executive with an itinerary, with contacts, confirmation numbers,

    I supported a Medical Director who REFUSED to layover at O’Hare International Airport. Under. Any. Circumstance. Every trip to the Midwest had to be routed to a different airport. This requirement not only added travel time to/from his destination and impacted where he could stay when he visited Chicago, it meant more time for me to research options to develop the itinerary.

    Expense reporting

    You need a system to collect receipts from your leader and process expenses according to company policy. You need to learn the app your organization uses. I’ve used Concur at my 3 most recent companies and it looked and behaved differently at each.

    Documents

    Depending on the team, you may be responsible for writing content, proofreading, copy editing, managing paper/digital files, publishing content, taking meeting minutes.

    Document control includes additional responsibilities: managing shared network drives, managing access, platforms like SharePoint and Google Drive and distribution and rules-based permissions lists.

    It is useful to know how to create and edit templates. It’s a great time-saver to use Styles and the Navigator in Word to easily move content around.

    Meeting minutes

    Many EAs dread taking minutes. I’ve worked in a variety of industries and took minutes on unfamiliar, technical topics ranging from the radioactive safety, surgical teams, sales meetings, and mechanical engineering. I was the only admin support in a room full of very smart, very technical professionals. Everywhere I worked, my minutes were praised for accuracy and usefulness post-meeting. Did I know what they were talking about? Not at first but eventually, I learned enough to take effective notes.

    One of the questions I get asked most: how do you take meeting minutes when you don’t understand the subject? Here is my 5 things to take effective minutes:

    1. Learn to disconnect your fingers from your brain. Don’t fall into the rabbit hole of trying to understand WHAT the attendees are talking about. Instead, listen for clues as to what the group deems important and listen for action items, owners and due dates.
    2. Unless the notes will be used for legal purposes, there is no need to record word-for-word discussions. Record the gist using Who, What, Where, When, Why and How.
    3. Develop the habit of summarizing information. It is an extremely useful skill in all areas of the EA world. Practice by taking notes in your weekly sync meeting with your leaders and making notes for yourself on tasks and projects.
    4. When you find yourself stuck trying to understand a specific topic in a meeting, make a note to ask your exec or one of their directs later. People love to talk about their work and will gladly explain All the Things.
    5. Understand your leader’s business, goals, initiatives, objectives and the lingo. It takes time and questions. Again, taking notes on the answers will help you retain the information.

    Project management

    A project could be anything with a defined start and end date, related to the business. These can be big or small projects that may particular to the team and leaders.

    Obvious EA projects include managing office space and coordinating team events.

    Space management

    Covid sent everyone home, but now folks are returning to the office. I’ve worked in organizations with a dedicated space manager and where the EAs manage their team’s space.

    In 2022, I managed space for over 800 people in 55 corporate office buildings around the US and Canada. In 2023, I manage 2 seats: one of my Directors and my own. In 2024, who knows? If your company requires people to work in office full or part time, then you need mechanisms to manage space effectively.

    Managing space requires understanding processes, apps, policies, managing people, offices and desks. People are weirdly possessive about space: feelings of entitlement, preferences for location, requesting non-standard desk set-ups. Everyone is special and they’ll tell you all about it.

    And not always in the most polite manner.

    Event management

    Events can range from small team off sites to hundreds or thousands of attendees at a large conference. Events may be held locally or the group may travel to a special location. You are expected to coordinate all aspects of the event: the agenda, swag, travel, hotel booking, conference room booking, catering, off site meals, team-building events.

    You have to communicate details to attendees, send invites and manage attendees, wrangle presentation decks, AV and room configurations.

    People management

    EAs work with a wide variety of people: their own leaders, directs, skip level leaders, other EAs, administrative staff, stakeholders and business partners, basically, everyone from housekeeping to the President/CEO.

    Lead EAs oversee other EAs or Administrative Assistants, often without being their direct manager. Lead EAs serve as the administrative hiring manager, interview and onboard new team members, as well as coach their peers.

    You need to understand people, communication styles, earn trust, manage confidential information (people WILL cozy up to you to get the inside scoop).

    You may be asked to run meetings on behalf of your leader. As you advance in the role, you’ll be expected to lead meetings.

    Communication

    Being an EA can be isolating: people treat you as if you are at your leader’s level. They come to you as the subject matter expert, pump you for information then they exclude you from informal events because they are afraid you’ll blab to the boss.

    Your leader expects you to share your knowledge and observations about the team. They need to understand the pulse of the team: who’s dissatisfied, what are they talking about, who’s a flight risk.

    My first experience with this aspect of the role was when I was interim EA to a regional Partner. My first week on the job, he sat me down to set ground rules and expectations. When he got to Keep Me Informed About the Team, he said, “you’re not snitching. I need to know what the team is feeling. That’s part of your job.”

    I wasn’t very successful with this at that job, but I’ve come to understand the importance of keeping my leaders appraised without gossiping. Stick to the facts. At. All. Times. Don’t let emotions drive you. That’s the quickest way to burnout. It is possible to focus on facts without becoming an automaton.

    You’ll notice there was no mention of running personal errands, buying leaders coffee and lunches. Unless specified in the job description, it is NOT an expectation that EAs run errands for their executive.

    In summary, being an EA is not just about being a calendar jockey. You need to exceed expectations EVERYDAY. Not just when you feel like it. This is a demanding role that requires an extensive skill set for a long, successful career.

    If you’ve read this far and are still interested in the role, check out these related articles on becoming an EA. These posts are accessible to subscribers only.

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  • Why trust is important for an Executive Assistant

    As an executive assistant, I know firsthand the importance of trust in the workplace. Trust is the foundation of any successful relationship. I believe that EAs need to build trust with everyone, not just with the executives they support. Trust is built with the executives, their directs, stakeholders, business partners and other administrative professionals.

    Trust is important for several reasons. First and foremost, it fosters open communication. When employees trust each other, they feel comfortable sharing ideas, opinions, and feedback without fear of judgment or retribution. This leads to better decision-making, as all viewpoints are considered and evaluated.

    Trust promotes collaboration. When team members trust each other, they are more likely to work together towards a common goal. They are willing to put aside their own interests and prioritize the success of the team. This results in a more productive and efficient work environment.

    Another benefit of trust is increased accountability. When employees trust each other, they hold each other accountable for their actions and responsibilities. This creates a culture of responsibility and ownership, where everyone is invested in the success of the team.

    Trust is essential for building strong relationships with clients and customers. When clients trust that a business will deliver on its promises, they are more likely to do business with them again. This can lead to long-term relationships and increased revenue.

    However, trust is not something that can be established overnight. It takes time and effort to build and maintain trust in the workplace. It requires consistency, honesty, and transparency in all interactions. It requires a willingness to admit mistakes and take responsibility for them.

    As an executive assistant, I make it a priority to establish trust with my colleagues and customers quickly. I am honest and transparent in my communication, and I make sure to follow through on my commitments. I believe trust is essential for building strong relationships and achieving success in the workplace.

    In my opinion, loss of trust is the biggest hurdle to overcome in all areas of life. When an EA loses trust at work, it damages their reputation, ability to do the job effectively and causes coworkers to work around the EA.

    Trust is a critical component of any successful workplace. It fosters open communication, promotes collaboration, increases accountability, and builds strong relationships with clients and customers. As an executive assistant, I understand the importance of trust and work diligently to establish and maintain it in all of my professional relationships. In my experience, earning trust is the highest priority for executive assistants.

  • What to do when your executive won’t let go control of their calendar

    As an EA, one of your core responsibilities is to manage your executive’s calendar. What do you do when an executive won’t turn over control of their calendar? You are feeling frustrated and that you’re failing in one of your primary responsibilities. In this blog post, I’ll discuss some strategies to manage the situation and keep your leader organized.

    At the heart of this issue is trust: they’ve been burned by a bad EA in the past, you haven’t earned their trust yet or they can’t trust anyone (aka, The Control Freak). You need to find out what you’re dealing with then find solutions together.

    Communicate Clearly

    The first step in managing a situation where your executive won’t give up control of their calendar is to communicate clearly. At your next sync meeting, discuss your concerns and provide them with feedback on how the situation is affecting your ability to do your job effectively. Your leader’s reputation reflects on you and vice versa.

    Be specific about the challenges you are facing and use concrete examples to illustrate your points. How many meetings have they missed because you were not allowed to reschedule conflicts proactively? What comments have you received from the team because they can’t count on your leader to attend meetings? How many hours did the team spend preparing for these missed meetings?

    Make it clear that the purpose of you managing their calendar is to work together and develop a system that will help them work more effectively and regain the trust of the team. Come prepared with solutions. Don’t just whine about it. Have a plan and be prepared to present it.

    Find Common Ground

    Once you’ve communicated your concerns, it’s essential to find common ground with your executive. Ask them what is preventing them from turning over their calendar to you. Work together to create a mechanism that accommodates both of your needs.

    It’s important to approach the situation with a collaborative mindset and be willing to compromise. You may need to adjust your suggestions to accommodate their priorities, but in return, they should be willing to do the same for you. You’re a team of two and need to develop your working style. It may take time but persistence will pay off.

    For example, I worked with a leader who gave me control of his calendar but he asked that I give him a 5 minute warning before every meeting. He was in a new, more complex role and I had 3 other leaders to support. It took us a few weeks to develop a new system. Over time, we knocked the 5 minute warnings down to the very important meetings so I didn’t have to jump up every 30 – 60 minutes and tell him to go to his next meeting.

    Seek Support from other EAs

    If you’ve tried several methods and failed, seek support from other EAs. Ask how they managed to get control of their executive’s calendar. We’ve all been there. EAs are happy to provide guidance, tips or suggestions you hadn’t considered.

    The last resort

    If you have done your best and I mean you have TRIED IT ALL and still can’t get your executive to turn over their calendar, then it’s time to move on. Some leaders never give up control. That is on them for not fully appreciating the value you provide. Chances are, you are facing other barriers with this executive. You’re probably not the first EA to beat their skull against this wall.

    By staying in a frustrating role, your performance, attitude and reputation will suffer. Take your time finding your next role if you must. You have now learned a variety of calendar management techniques, ways to earn trust with your executive and have questions to ask in future job interviews.

    Managing a situation where an executive won’t hand over management of their calendar can be challenging, but is not impossible. By communicating clearly, finding common ground, being creative, and seeking support from other EAs, you can earn your leader’s trust. As a by-product, you’ll also earn respect from their team and the other EAs you work with. Remember, it’s essential to approach the situation with a positive mindset and be willing to work together to find a solution that fits both of your needs.

  • Top 3 Outlook Productivity Tools

    I have a short attention and, like most EAs, my work day is full of interruptions. I need effective systems to manage core tasks so nothing slips through the cracks. Over the years, I’ve experimented with all the tools Outlook has to offer. My Top Three Outlook productivity tools are: Quick Parts, Quick Steps and Color Categories.

    I look for tools that are easy to use and give me the most bang for my buck. I live by KISS – Keep It Simple Sweetheart – I hear Han Solo’s voice say “sweetheart.” It makes me laugh. Hey, I’ve been working from home for 3 years. I’ll take all the entertainment I can get. Also, Your Worshipfullness does not fit this acronym.

    All three tools have been around for a long time, yet I’m surprised how few people use these. They are not flashy. They are simple, powerful tools anyone can leverage to be more productive.

    For new EAs (particularly if you are new with no prior admin experience), implementing these three tools will save you at least 1 week’s worth of time per year. That’s time you can take training, work on a high value project for your executive or take a week’s vacation guilt-free.

    One last note about today’s post: there are no videos or screenshots because at home 1) I use Gmail and 2) I have the free Office 365 Online, which has limited capability (as you might guess because, hey it’s free).

    Quick Parts

    Think of Quick Parts as a permanent clip board. It allows you to quickly generate routine emails. Once you’ve fine tuned the wording for an email, including formatting and links, you create a new Quick Part then insert the content into a new email.

    How I use it: I own and co-moderate a large membership email list with over 22,000 members and a number of related subset lists.

    For example, partner teams will send informational emails to the All Members list and a subset list. I use a No Duplicates Quick Part to reject the email sent to the subset list. It explains why I’m rejecting the email and asks the sender to update their template. After a few rejections, the duplicate emails vanish.

    This one Quick Part saves 5 minutes per email. Every month, we moderate between 20 – 100 emails per month. On average, that is 60 emails, with half sent to a subset. This Quick Part saves me an average of 2.5 hours a month or 30 hours per year.

    How to set it up: write Your Brilliant Content, select it, click Insert in the Ribbon, select Quick Parts then select “Add Selection to Quick Part Gallery.” Give it a simple name because a short name is more readable in the Quick Part Ribbon list. The next time you create a new email, put your cursor in the body of the email, click Insert on the Ribbon,click the drop down menu for Quick Parts and select your custom Quick Part. Send. Done..

    Quick Steps

    Anything you can do to an email, you can automate with a Quick Step. My favorite use is: Create an Appointment from an email with the email attached. I use this when I need to do some research before I respond to the email.

    From the Home menu in the Ribbon, click Create New and select your desired actions from the list. You can add as many actions as you need. Give it a short name, and if you like, assign a keyboard command.

    Kick it up a notch

    Combine a Quick Step with a Quick Part to create a done by you pre-filled email in seconds. Just add attachments and send. For example you have 1 Quick Part that creates and addresses an email to your stakeholders, cc’s you, color codes it Green for Board of Directors with the subject line: “Monthly Financial Report.” You create a Quick Step with the email content that says the financial report is attached. Every month, click on your Monthly Report Quick Part and insert your Monthly Report Quick Step, attach your report and send.

    Color Categories

    Most people have tried Color Categories so I won’t go into details but I’ve noticed that most people over-complicate their list. I remind you to KISS. Create the fewest number of categories to cover the majority of work: high priority, office hours/power hour, Optional/Delegate, etc. You want just enough categories to make it useful at a glance and help you run a calendar audit, but not so many categories that you give up because it’s cumbersome.

    What about Rules?

    I’ve experimented and fine-tuned many rules over the years. Rules come in at #4 because I find they take a lot of finessing to get right. More importantly, I’ve lost count of the number of times I’ve logged in to find the overnight Outlook update broke half my rules.

    Yes, I have Rules. Very. Simple. Rules. These three rules save me about 30 minutes per week or 25 hours per year.

    The basic format of these rules: take a specific type of message, move it to a specific folder and (maybe) mark it as Read.

    1. Undeliverable Message. Managing all those large email lists means I receive bounces every day. I don’t want these clogging up my inbox so undeliverable messages are marked as read and moved into a folder. At the end of the week, I review the contents of the folder and update the manual subscription lists if needed.
    2. Automatic Reply. Like undeliverable messages, I get a lot of Automatic replies. These go into another folder and are left unread. When I’m scheduling high priority meetings or need to track who may not be attending a key meeting, I need to know who’s out of office so I can notify my leader.
    3. Meeting Invite or Update. I currently manage 4 calendars so I receive and generate a lot of meeting invites. This rule moves all meeting invites into a Meetings folder so I can batch review them throughout the day. This keeps me from obsessively checking my inbox throughout the day.

    For those playing at home: these 4 tools save me approximately 96 hours per year. Work smarter, my friends, not harder. My top 3 Outlook tools: Quick Steps, Quick Parts and Color Categories are simple yet very powerful productivity tools.

    Implementing these tools allows a new EA to more quickly transition from a tactical calendar jockey to strategic business partner because you’ve freed up time on low value tasks to focus on high value projects. The faster you become a partner, the more valuable you become to your executive and your company.

    Hey, guess what? You also just learned how to create macros. You can now transfer this knowledge to creating, for example, macros in Excel or actions in Photoshop.

    Go forth and conquer!

  • Hello!

    Welcome to the EA Mentor! I’m so glad you’re here.

    Site purpose

    My goal for the EA Mentor is distill and share what I’ve learned in my career with new Executive Assistants (EAs). The pace of business today is fast and EAs need to stay one step ahead of their team and peers.

    Embrace change

    I’m always surprised when an EA says they can’t be bothered to learn new apps, learn the advanced features of Office products, or try out new AI apps, like ChatGPT. What you don’t know can hurt you.

    Let me repeat that: what you don’t know CAN hurt you.

    With the layoffs during Covid and more recently in the tech sector, it is more important than ever to step up your EA game. Pre-Covid, most layoffs were among new hires, first in, first out. The tech sector layoffs of the past few weeks showed tenure no longer matters. Workforce reduction was a math problem for the company to solve.

    I encourage you to remain curious and embrace the new. School is never out if you want to weather the storms of this career.

    EA focused

    I put a lot of thought into the focus of this site: all EAs, new EAs, all office professionals. After researching office professional sites, I realized there is plenty of good content for general office professionals and advanced EA training, but there is not much for brand-new EAs. The goal of this site is to fill that gap.