Tag: career advice

  • My Mentoring Results

    Hello office pros. In today’s post, I’m sharing my results, thoughts, and philosophy of mentoring peers. It’s an article I’ve had on the back burner for a while, and is a bit more personal.

    Being data-driven, I regularly update my resume and review my various trackers. The recent review was prompted by my application for Permanent Residence in Canada, which requires a current resume.

    My career in a nutshell

    In case you’re new here, I’m a career office professional with experience as a project manager and cost analyst in cancer research studies. I joined Amazon as an L4 EA in January 2020. In April 2022, I was promoted to L5 EA and received feedback to share knowledge with my peers. I received my first mentee in 2022 and joined the Amazon EA in Training Program as a Mentor. In 2023, I launched the EA Mentor and my coaching business. In 2024, I closed my mentoring business after moving to Canada on a closed work permit.

    My mentees & results

    I’ve mentored eight EAs since 2022; all were L4 EAs (entry level Executive Assistant) when we started working together.

    What follows is my assessment of my mentees using the World Administrators Alliance Global Skills Matrix, provided courtesy of Executive Support Magazine.

    Of these eight, five were officially mentored for 6 months – 3 years, with a regular cadence of meetings. Two operated at Level 2 (transactional); one EA left Amazon and the other is languishing at their current level. Two operate at Level 3 (transactions + strategic) with one being promoted to L5 EA in 2024. The fifth EA operated at Level 4 (strategic) and left Amazon to become the EA Business Partner to the CFO at a multinational software company.

    The others were mentored on an ad hoc basis, and all operated at Level 2 (transactional). One left Amazon, and the others languish at their current level.

    I currently mentor two EAs who operate at Level 3: my L5 EA is thriving in her current org and level. Promotion to L6 is not out of reach but she needs to decide if that’s her path. The other EA has been at Amazon for 6 months and needs another 6 months in the role before her manager can submit a promo doc. Both L5 and L6 EA roles are within her reach.

    My thoughts

    After reviewing my data and having a good think about all the EAs I’ve worked with, I’ve found high-performing EAs share the following traits:

    • Approachable
    • Asks questions
    • Takes notes
    • Takes ownership
    • Critical thinking skills
    • Sees the Big Picture
    • Detail oriented
    • Very organized
    • Identifies issues AND brings potential solutions

    My mentoring philosophy

    My role is to:

    • help my mentee reach their career goals
    • provide training and guidance
    • act as a sounding board for ideas
    • brainstorm solutions
    • be objective
    • serve as a feedback provider for their promo doc
    • to learn as much from them

    I set the expectation that our conversations are confidential. Our sessions are conversational, with questions arising from the discussion. I try to understand their org, projects, team dynamics, etc., so I can provide effective annual and promo doc feedback.

    When my Lead EA assigned my first mentee, I was excited and nervous. It was up to me to assess this EA and provide feedback to my Lead. Years later, I understand the purpose of this assignment.

    At first glance, I felt I’d failed. In fact, I did my best. They were not able or willing to live up to expectations and quit abruptly.

    My learnings

    I’ve been an office pro since the dawn of desktop computers. I don’t pretend to know everything because, well, I don’t. I enjoy learning new subjects, skills, and ways to solve problems.

    I don’t intend to be a global EA influencer, speak at admin conferences, or write articles beyond this blog. I know my strengths, and I’m at my best working one-on-one. I can and do speak in front of groups. I tend to be a bit silly – not that you can tell from these posts, thanks to years of technical writing.

    What I learn from my mentees:

    • solutions I would not have come up with on my own
    • a new tool or mechanism
    • ideas for team events
    • looking at this career with fresh eyes

    When I had the idea for this article, I thought my success rate would be around 20%. Doing the math, I find 37.5% of my mentees are successful. While I play a role in their success, it’s up to them to take responsibility for their career.

    My younger sister and I love classical literature. Since January 2024, we’ve been reading Norton’s Anthology of World Literature Volume A. We meet online every week and discuss what we learned, liked and didn’t like about the reading. Clearly, this is how I operate best, so why fight it?

    Data aside, I like everyone I’ve mentored and consider them friends, no matter how our mentoring relationship turned out. We’ve spent a lot of time together. They’re good people.

    The Executive Assistant career isn’t easy, but it can be rewarding for both mentor and mentee. If you don’t have a mentor, I highly recommend finding one. If you’re more experienced, share your knowledge and help out a peer. There’s always more to learn if you’re willing to try.

  • EA Interviewing Tips

    In today’s post, I share stories of EA interview examples gone wrong and what to say instead using real interview answers that I’ve summarized. I’ll break down the answers, point out what went wrong and give an alternative answer for each.

    Yes, interviewing can be nerve-wracking but we’re EAs. We expect the unexpected by planning for various scenarios. Interviewing should be no different. You’re answering questions about your own career.

    The STAR method is a great way to craft your examples. STAR stands for Situation, Task, Actions, Results. What does Results mean for interviews? Provide enough data to back up the story and demonstrate impact. See my post on EA Interview Prop for more information and a Google Sheets template you can use for your own career accomplishments.

    EAs hold confidential information that can’t be shared; interviewers get that. Phase the story in a way that gives enough context with data and impact.

    Be prepared

    Don’t over-simplify, use catch phrases or fluff words. Support examples with data. Be prepared but don’t over-prepare, which sounds rehearsed. Keep your answers crisp.

    One candidate strictly followed the STAR format: “This was the situation…these are the tasks and actions I took…these were the results.” It was endearing that they took the instructions literally.

    In this example, the candidate was asked about tough feedback they received.

    “I was new to this team and asked to do tasks by certain timeframe sent via email from the leader to the EA team. I thought I understood the task, tried to get more detail from the leader and was scolded for the errors when the leader replied to all to this email.”

    What went wrong

    The interviewee threw the leader under the bus by telling me about the email scolding which came across as a tactic for eliciting sympathy or being manipulative, after stating they repeatedly nagged their executive for more information. They admitted to acting on incorrect assumptions.

    Why the leader wouldn’t give out more information does not matter. What matters is the candidate hit the first wall and proceeded anyway.

    The other EAs were not new. Some had likely done this task in the past. The interviewee could have gone to one of their peers and asked for help but didn’t. THIS was the take away from the experience.

    EAs need to work with minimal instructions but, in this case, they were new to the role. As the newbie, you get to ask all the questions. This is the time because in 6 or so months, your leader and peers will be irritated by your basic questions. If the person person doesn’t know, ask them who can help you. For the most part, your coworkers want to help you. Excluding, of course, the office bullies and narcissists. This will show you who you can trust and who you can’t. It will likely be a painful lesson. Better to find out early than get a surprise knife in the back later.

    What to say instead

    We all make mistakes, small or horrifically large. We’re human. Own your mistakes and learn from them.

    I completed 3 tasks by the deadline but found out 2 were wrong because I didn’t ask for more information. I realize now that I wasted 5 hours on the wrong tasks when I should have checked with the other EAs about the distribution of tasks and ask clarifying questions on what I was supposed to do.

    Be succinct

    Don’t ramble before getting to question at hand. Keep it short. Be specific. Anticipate follow-up questions and be prepared with details.

    The candidate was asked about working against tight deadlines.

    I agreed to take on a 2nd full-time role with no knowledge or prior experience; however, I jumped in, learned the role and managed expiring contracts, the RFP process, wrote company guidelines, provided regular updates to leadership, saved the company significant money, and successfully executing the new contracts on time.

    What went wrong

    The candidate took over 15 minutes to answer the question with no data or results. I asked follow-up questions for data and results and they were prepared with some data but fell back on fluff answers.

    In the moment, I was mildly impressed with the answers but something didn’t sit right with me. Reviewing my notes later and talking with the EA who shadowed me, I was put off by this candidate.

    The follow-up questions revealed several red flags. The candidate: threw their leader under the bus by saying he didn’t understand the program; they threw the previous person under the bus by saying the data were wrong; the candidate was supporting a half dozen other executives until they got assigned this second job. They disparaged one of the executives. In another question, they disparaged a peer.

    This example came across as bragging: no one else was capable of doing this 2nd job so it was up to the candidate to save the day. They did not indicate if they wrote a procedure manual or trained the next person. All of their answers were self-centered, even though they claimed to be a team player.

    Yes, the interview is about you, but we’re part of a larger team: our leaders, their directs, peers, everyone else at the company. When you’re in it for yourself or praise, this will show up in your answers.

    It’s possible that none of that was their intention, but their non-verbal communication contradicted their words. The candidate’s body language screamed: their awesome resume and these half-assed answers should sell me on hiring them for an entry level EA role.

    If I ignored the less flattering aspects of this interview, there was a risk this candidate would use this job as a foot in the door then transfer out at the first possible opportunity. This particular team needed a solid, entry level EA who could grow into the the next level.

    What to say instead

    Anything but what they said? Seriously, though:

    Option 1: The candidate expressed no further interest in pursuing the second job. Accepting the 2nd job showed poor judgment on their part. They had more than enough EA experience to come up with a story that demonstrated their skills and ability to push back. I would take the second job off the resume and never speak of it again.

    Option 2: Re-word the answer to a summary. Admit they didn’t have all the answers and omit the empty phrases. As part of the lessons learned: acknowledge they sacrificed their health and admit how many hours they actually worked on 2 full-time jobs.

    Be humble

    As EAs, calendaring, travel coordination and expense reporting are core to the role.

    The candidate was asked how they manage their leader’s calendar. If this had been a phone screen, the answer would be perfectly fine. Not earth-shattering, but they were competent: time blocks, color coding, etc.

    What went wrong

    The candidate’s body language, sarcastic tone, huffing sounds and eye rolling demonstrated they were irritated at having to answering a “basic” question.

    What do say instead

    Great question! I put a 2 hour, daily time blocks on my execs calendar. We use these blocks for reminders with links to documents that need reviewing or training to take. I use color coding so my exec can see at a glance which meetings are top priority and which are optional. My exec loves being able to know at a glance which meetings are important. He loves the work blocks; they keep him on track and he saves time by not having to dig through emails or folders to find what he’s looking for. Our work block system saves him 2 hours per week.

    Don’t be offensive

    Never make racist, ageist, culturally insensitive, gender, weight or other such remarks. You know very little about the person you’re speaking with or what they’ve been through.

    The candidate was asked to share a time they helped a struggling peer.

    They created a mentoring program to help up-skill the EA team. Most were onboard, but one was old fashioned and struggling with the technology.

    What went wrong

    The candidate made the assumption that I was their age. I’m not.

    In 2024, there are 6 generations in the workplace. Age has nothing to do with ability. I’ve met Boomer EAs who are advanced Office Suite users and EAs younger than me who can’t make a pivot table to save their life and actively avoid using Excel because of it.

    What to say instead

    Rather than complain about coworkers who less skilled than you are, explain how you coached the team on, let’s say Outlook. For example, you heard several peers complain about the hour they spend every week writing the same email over and over. After talking with a few other EAs, you identify 10 peers with a similar complaint.

    I created a lunch & learn to teach 10 EAs how to create and use Outlook Quick Parts. My training saved the group 10 hours per week, or 520 hours per year. A month later, I followed up with everyone to see how they were doing and learned each was so excited about what they learned and the time saved that each one created 4 more Quick Parts. In total, I saved 10 EAs 50 hours per week or 2,600 hours per year.

    For a sense of scale on the savings, the average work hours available per year is 2080 (assumes 2 weeks of vacation per person).

    I hope these examples help you with preparing your interview answers. Conduct an honest self-assessment of your skills. Check out my post on how to conduct a SWOT analysis to find and bridge your knowledge gaps.

  • So You Want to Become an EA

    Hello there! Today’s post shares a workbook I created to help people who want to become an EA but have no prior office professional experience.

    It took me many months to land my current EA role. I had the experience, but lacked compelling interview stories and impactful data. My resume was in need of an update and my mentor gave me some great feedback.

    Before you start, check out my post What It Takes to Become an EA and come back to this post if you’re still interested in the role.

    If you’re already an EA, you may find the workbook useful to evaluate your current role and determine how your skills map to the next level or to other EA roles you’re interested in.

    A disclaimer: there is no guarantee you’ll land an EA role by completing the workbook exercises. This is a competitive role and you’ll be competing against highly qualified applicants with years of experience as an EA. Don’t let this stop you. Just be prepared and keep trying.

    Update: 2025/01/12: I’ve remixed the original email videos into one video. The new video has chapters, so you can watch each lesson then come back to it for the next one.

    I’ve created this 7-day challenge workbook to help you. Take as much time as you need to do the exercises. Each lesson builds on the previous one.

    This workbook can be printed or used with a pdf annotation app. It was created specifically for EA Mentor readers and is for personal use only.

    Here are the sections of the workbook:

    Identify your transferrable skills

    In this lesson, you’ll make a comprehensive list of your current skills. Next, you’ll look at job postings for an Executive Assistant. You’ll select 3 that match some of your skills and create a skills map that compares your skills to the required/preferred skills in your 3 listings.

    Complete a SWOT analysis

    In this lesson, you’ll use a SWOT analysis, Strengths, Weaknesses, Opportunities and Threats. The first three are pretty obvious.

    Think of Threats as your obstacles. How much do you need to learn? How much will it cost to improve the skills you’ve identified as Weaknesses? Is Gen AI really a threat? If so, what do you think you need to overcome it?

    Take stock and take action

    This lesson is a bit of a break. Time to stop and reflect on what you’ve learned in the first two lessons before you move on.

    Boost your strengths, overcome weaknesses

    In this lesson, you examine both your strengths and weaknesses and determine what you can do to level up your strengths and kick your weaknesses to the curb.

    Use a Priority Matrix to rank your opportunities

    In this less, you’ll learn how to use a Priority Matrix to stack rank your opportunities to determine what you need to urgently work on before you apply for an EA role.

    Create SMART goals to plan your strategy

    Once you’ve completed the Priority Matrix, in this lesson, you set SMART goals to keep your progress going. There is also a bonus To Do list page.

    Review your progress and celebrate!

    The final lesson is another reflection: what you learned, determine next steps and why. And to celebrate. You did it.

    Once you completed the workbook, you have a better idea if the EA role is right for you. Whether or not you pursue an EA role, you now have more information about your skill set and career goals.

  • The First 6 Months

    Hello EA pros. I’ve been in my new role for 6 months and lived in Canada for 4 months. Let me tell you, I’m exhausted. Most of my spare time is focused on self-care because that’s all I have energy for. In this post, I’ll share some personal history since moving to Canada as well as my decision to shift the focus of this site in a new direction.

    My teams

    Are comprised of software development engineers and technical program managers. The teams are spread across the globe, from Germany to India. As you might guess, scheduling takes up most of my time, juggling existing meetings to squeeze in global time-zone friendly meetings.

    In addition to learning to work with new leaders and teams, we’ve moved to a new country where we don’t know anyone. The move happened so fast that we didn’t have time to donate disused household goods before we left Seattle. In our place at New West, we are sort of settled in, but still have a long way to go.

    Mental bandwidth

    All of which is to say my lack of posting is directly a result of my not wanting to come up with fresh new ideas on how to be a great EA – check out the Resources page. Every spare moment I have is spent on self-care: journaling, coloring, crafting, photography. Taking a quiet moment to have a nice cup of tea. Reading classical literature.

    That’s when it dawned on me: my super power right now is self-care.

    EAs NEED self-care

    EAs hold knowledge known to few others in the company; we know secrets we can never tell.

    We work with all levels of an organization, all types of people. More and more, we work with global teams, adding cultural and linguistic complexities. We work with a wide range of leaders, some great, some not so much.

    Sometimes we’re treated badly, experiencing everything from disparaging comments, bullying, harassment. Those of us who excel in our role treat everyone politely and professionally (at least most of the time), whether we personally like someone or not.

    It’s tiring and difficult to explain it to people who are not in this profession. That leaves us with finding like-minded peers to commiserate with, but griping about the day’s b.s. doesn’t solve the problem long-term.

    That’s where self-care comes in. While I believe everyone benefits from self-care, I feel EAs need it most. We’re so busy helping others that we may not take as much time to care for ourselves.

    We need to put our own oxygen mask on first in order to be effective at work.

  • Remaster the basics

    What do you wish you could do more every day?

    Hello Chaos Coordinators! As you may know, I recently changed departments and support 2 new leaders. Both teams create intranet apps that impact all Amazonians.

    Being new, I expected  a return to more tactical work while I learn to work with these l leaders and teams. As an experienced EA and career admin, I’m impatient to dive into strategic work.

    I remind myself to be patient and focus on the basics of scheduling, ordering catering, etc. Demonstrating the basics earns trust with my new coworkers. Taking on more strategic work will come in time.

    It doesn’t matter how much experience you have. Each time you change jobs, you have to prove yourself to a whole new group of people.

    I was at a turning point: after 4 years, I could stay comfortable with my leaders and coast for a while (as much as one can coast at Amazon). Or, I could take a chance on unknown leaders, learn something new and keep my skills sharp. With an opportunity to live and work in a new country?

    Yes, please!

  • The first 90 days on the job

    Starting a new job as an EA can be both exciting and overwhelming. In your first 90 days, you have the opportunity to make a positive impression on your new leader and the team, as well as set yourself up for success. In this blog post, I provide my thoughts for what to focus on in the first 90 days.

    Responsibilities & Expectations

    In a perfect world, someone is assigned to help you get situated in your new role, understand your responsibilities and expectations, how you fit into the EA team, who is your Lead EA, get your workstation set-up and hand over key information for the job. It may be the outgoing EA or an onboarding buddy.

    If you’re fortunate enough to get a hand-off from the out-going EA, ask for guidance on how to prioritize the work, who are the key players, the leader’s proxies, where are the documents kept. Otherwise, check with your lead EA. Your onboarding buddy may know some answers to org-specific questions if they’ve served as back-up.

    I’ve rarely had a transition as the incoming EA but I like to leave a place better than I found it. For each job, I create a playbook with key info, contacts, leader and team information.

    Whatever the case, you’ll need a clear understanding of your job. Depending on the leader or time of year you join the team, you may be able to dedicate a lot of time in the first couple of weeks to learning the ropes. If you’re thrown into the deep end, block time on your calendar for regular review of new material while you hone the basics.

    Set up your email and calendar mechanisms, get access to the tools and systems you need, get delegate access to your leader’s resources, review (or create) the org chart and take any mandatory training. Take time to explore the team website and whatever shared files are available as well as the company intranet. Start collecting resources you’ll use regularly like travel, expenses, and procurement. Get a corportate credit card if it’s available.

    It’s going to take some time to understand the team’s language. I am a huge fan of joining all the meetings you can, asking questions and taking notes. Your exec needs you to learn the business and will probably allow, if not encourage you, to sit in on meetings.

    As the newbie, you get a free pass for at lease 6 months to ask all the questions. Do it! You may be asking questions other people were afraid to ask because they’ve been there a while they feel they should know the answers. In the process, you gain trust because you’re brave enough to ask questions.

    The first meeting with your leader

    Even when you get a hand-off, it’s up to you and your leader to figure out how to work together. Just because the last EA ran things a certain way, doesn’t mean you need to keep those processes. Use these as a starting point, but it has to make sense to you and your leader.

    Schedule a weekly sync with your new leaders at soon as possible. Depending on the leader and business, you may need more frequent touch points, such as 10 minute morning huddles. This is for you two to work out in the first meeting. You’ll probably touch base every day in some fashion.

    The first meeting is where you re-introduce yourself and collect the basic information you need to work with them: delegate access to the resources you need, meeting and delegate questions, their preferences, key stakeholders, meeting rules and personal information.

    Meet & Greets

    During your first month on the job, get to know your new leader’s colleagues. Schedule one-on-one meetings with their directs and key stakeholders to introduce yourself and learn about their role and how they interact with your leader and the org.

    Ask questions, take notes, learn their names and job titles. You’re going to work with these people moving forward so build a solid foundation to help you work effectively and efficiently.

    Learn the company culture

    Understanding the company culture is important for fitting in and working effectively. Observe how people communicate, dress, and interact with one another. You have to strike a balance between being yourself and fitting in. For example, I work in a very casual, warehouse environment but I’m a suit kinda gal.

    At my interview for my current job, I wore what I thought was pretty casual: a Universal Standard ponte blazer and their Geneva dress (a tee shirt knit fabric). I hit it off with the leader and at the end of the interview, she told me: you’ll need to dress way down for this job or take a lot of guff from the guys. Jeans and a tee shirt are not the most flattering for me but I don’t like to stand out either so I split the difference by wearing a blazer with my jeans & tee or sweater with my slacks and blouse.

    If you didn’t research this information before your interview, learn about the company’s values and mission, and how they are put into practice. If there is an employee handbook, read it to understand the company’s policies and procedures.

    Identify opportunities

    Take a critical look at your current skills and identify areas for improvement. Discuss your goals with your supervisor and lead EA and develop a plan to achieve them. Taking a proactive approach to your professional development will help you grow in your role and make a positive impact on the organization.

    Start building your internal EA network, initially with the EAs you’re most closely connected to. Over time, you can expand your network further. You never know where your next job will be or when you’ll need help finding a new role. Your internal network will be your lifeline when shit goes sideways.

    Establish your brand

    Intentionally creating a reputation that showcases your skills and strengths. While EAs share the core responsibilities, each EA shapes their role to suit their skill set and leaders. What do you want to be know for?

    For example, projects and data are my jam. My leaders think of me first when they need a quick turnaround on data analysis or a project. For the longest time, I dreaded event coordination. While I still lean toward opportunities that use my strengths, I’ve come to appreciate event planning because my team is dispersed across the US. The only time I see them in person is during our team summits. Still not getting super excited about event planning, but I have trackers and lists to jumpstart planning the next team summit.

    What sets you apart from others and how you can contribute to the team? How do you want to be perceived? Take the initiative to offer your help and expertise, and look for opportunities to showcase your skills. You can’t directly support everyone on your executive’s team but you can be a teacher and coach. Or as my friend Candace says, “teach them to fish.”

    The first 90 days on the job as an EA are critical for establishing yourself as a valuable member of the team. You were hired because you have a valuable skill set. Taking time to get to know your new leader and colleagues, understanding your responsibilities and expectations, asking questions, learning about the company culture, identifying areas for improvement, and establishing your personal brand, will set you up for success in your new role. Remember to stay positive, be flexible, and own your professional development

    Feb 29, 2024: minor edits made to post and restricted to subsribers.

  • 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.

  • 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.