The Crucial Role of Executive Assistants

Executive Assistants play a crucial, and sometimes complex, role in organisations. A key business ally and strategic asset, they often have a wide range of responsibilities from overseeing employees to making strategic decisions, apart from being the main everyday support for an executive.

Managing information flow, being a gatekeeper to control access to the boss, dealing with basic financial management, preparing papers and reports, attending meetings, planning and organising are the usual tasks for an Executive Assistant. In reality, their day is often crammed with an array of other responsibilities, such as managing the latest technologies, dealing with office politics or organisational change, handling stress for themselves and their boss, resolving conflicts, motivating fellow workers and mastering the intricacies of internal public relations.

The return on investment of a skilled assistant is substantial as they filter distractions so their boss doesn’t have to sweat the small stuff and can focus on being proactive and influential for their organisation. The best EAs are indispensable giving companies and their managers a human face.

Talented Executive Assistants smooth the life of their boss
Matches between executives and their assistants can be tricky. Good matches can be hard to come by, which is why many assistants follow their boss from job to job, working for many years for the same person. Melba Duncan writing in HBR says “personal chemistry and the one-on-one dynamic can be more important than skills or experience.”

Richard Branson says his assistant is key to the smooth running of his work life. “Helen is my memory,” explains Branson. “She can read my mind and know what I am thinking before I ask.” He says that while smartphones and tablets have a huge positive impact on working life today, “it is the people around me who really make the difference.”

Branson believes that many organisations are using technology to make assistants a thing of the past but feels they may be missing the point because assistants are a great sounding board and a source of fresh ideas. The current focus on flatter organisations is often just a cost-cutting exercise that leaves countless, highly paid middle and upper managers to arrange their own travel, file expense reports and schedule meetings. Sometimes it is passed off as egalitarianism but it often forces top talent to misuse their time, stressing them out with basic tasks.

Attributes that keep Executive Assistants at the top of the game
Important qualities that make a good EA indispensible include:

• Keeping things private
Being in the position of EA signifies you are working for a key executive, giving you access to more knowledge about things than many others in the organisation. The boss expects you to be discreet about confidential information and not be part of the “gossip club”. Often bosses will share professional and personal information and use you as a sounding board, so you need to be trustworthy and mature in these communications. Managing to stay apart from office politics is an important path to tread.

• Being courageous
As you have such a close and trusting professional relationship with your boss, it is important to be able to speak your mind and give advice if you have a view of what needs to be actioned.

• Learning to read the company culture
High emotional and social intelligence is key to reading the culture of the organisation. A tuned-in EA can provide their boss with a sense of what is happening at employee level that they may not be aware of.

Professional Development for Executive Assistants
Behind Closed Doors runs Professional Development, Mentoring and Networking programs for EAs nationally, providing an invaluable support group to discuss challenges, receive guidance, build confidence, and focus on strategies to ensure they continue to add value.

For information on our Professional Development, Mentoring and Networking programs for Executive Assistants click here.

We would like to hear from you.
• Is your boss utilising your EA skills extensively?
• Do you have the confidence to provide advice (strategic or otherwise) to your boss?
• Does your boss or other executives spend time doing their own emails, booking appointments?

Happy Administrative Professionals’ Day - 24 April!

Donny

Bullying is on the rise in the Australian Workplace

The situation in Australia:

• The Federal Government is moving to introduce a national definition for workplace bullying as business is struggling to cope with a spike in accusations • The Productivity Commission estimates that bullying at work costs the Australian economy between $6 billion and $36 billion annually
• Complaints are on the rise with calls to hotlines in the thousands but it is believed that most cases go unreported, with victims suffering stress and health problems, or leaving the workplace

What constitutes bullying?
Career adviser, Catherine Adenle, has posted a comprehensive article on workplace bullying on her website. She defines bullying as a deliberate attempt to belittle, control or undermine someone. It typically happens over a prolonged period of time and can severely damage self-esteem and confidence. It can be obvious or subtle and it can happen in front of others or in private. It can cause a lot of stress to the person being bullied and it can have far-reaching, damaging effects on work colleagues.

Bullies will usually combine various types of behaviour including:
• Ridiculing you or being sarcastic towards you
• Damaging or undermining your reputation and position
• Humiliating you in front of others
• Criticising or ignoring you, or undervaluing your efforts

Why do people bully, and why do women bully other women the most? The rise in long hours and high-stress work environments could be to blame. Some bullies are unconscious of their effect on people, whilst others consider it a mark of strong management. There are others, however, that like the energetic power-play, the sense that they are powerful, and get pleasure in having someone who is feeling vulnerable in their sight. Statistics reveal that women bullies single out other women more than 70 per cent of the time. It seems that female bullies want to undermine, belittle and intimidate the more vulnerable women in their midst. They may be threatened by the potential success of others and don’t want them to be prominent; they may exhibit a perfectionist personality and nit-pick endlessly about performance; or they may be suffering stress and pressure with the demands of their role.

Bullying at senior levels
Executive bullying can occur at all levels of an organisation, creating an unhealthy work environment rife with micro-management, information hoarding and self-interest. It stifles innovation, productivity, creativity and openness. Some professionals need to exert power over others to fulfill their own personal goals, distracting colleagues from real business concerns.

At Board level, it can have an impact on a company’s governance structure and reputation, with the Directors being paralyzed and dysfunctional around decision-making.

Executives are least likely to report bullying for fear of damaging their career prospects. There are so many talented people who leave organisations prematurely and ‘walking with their feet’ is their way of dealing with the bullying problem. This approach does not deal with the core issue though, as bullies may be found in the next organisation or Boardroom.

Dr Carlo Caponecchia is an Australian expert in psychological hazards at work and co-author of “Preventing Workplace Bullying”. His website Beyond Bullying is a good general resource for both employers and employees. He sets out clear guidelines for those who believe they are being targeted including knowing your rights, seeking information and assessing the situation, and collecting evidence with detailed notes and objective facts.

Is a workplace psychopath in your midst?
As I travel across Australia, people are telling me that Dr John Clarke’s book “Working with Monsters” is helping them the most in dealing with bullies. Dr Clarke calls them ‘workplace psychopaths’ and says they exist in a variety of workplaces. His research shows they are individuals who manipulate their way through life, leaving an indelible mark on both their victims and society. They are destructive men and women - cunning, self-centered, ruthless and terrifying, making working life a living hell for many of us. His book outlines their psychology, their motivation, and shows how to recognise and manage a workplace psychopath within your midst.

• Have you any comments about bullying?

Donny

BYOD: just one of the issues requiring a shift in approach for mobile, flexible workplaces

Marissa Myer’s edict to her Yahoo workforce two weeks ago that working remotely will be no longer possible for her employees ignited fierce debate across media sites and the online world. For some businesses, having the team gather at a physical location on a daily basis is critical, while for others, incorporating the concept of virtual work, flexibility and mobility into their business model is seen as both good business sense and an unstoppable force.

Michael Bloomberg considers working from home “is one of the dumber ideas I’ve ever heard”, while Richard Branson is for it, believing choice empowers people and makes for a more content workforce.

Managing a virtual workforce has numerous challenges such as keeping track of what everyone is working on, leading a remote team, costly security issues and ensuring high productivity.

Last year, Fast Company published 3 Tips for Managing a Virtual Work Force, aimed at keeping a finger on employee morale.

Tip #1 Make sure you have the right tools in place including collaboration and document sharing tools, avoiding the confusion of multiple versions by leveraging tools like DropBox, and shared calendar programs like iCloud.

Tip #2 Reward people, virtually or otherwise suggests ways to monitor billable hours and other metrics, and how to keep morale up in this emerging cultural workscape.

Tip #3 Incorporate in-person connection stresses the importance of connectivity and cultural isolation issues, which was highlighted by Sharon Ferrier on her recent behind closed doors Think Tank post: Working from home stifles creativity.

Bring Your Own Device - a radical shift in client computing
One of the other challenges hitting workplaces is the BYOD (bring your own device) trend, which is gathering pace. Ten years ago, organisations issued executive teams and travelling staff with Blackberrys and laptops, while nowadays, sales and business development staff are issued with tablets. However, many employees these days own their own smartphones, tablets and laptops and don’t like to carry, or move between, work and personal devices.

Gartner considers ‘the rise of bring your own device’ programs is the single most radical shift in the economics of client computing for business since PCs reached the workplace.” (BYOD: New Opportunities, New Challenges, Gartner Report, 16 August 2012)

BYOD requires company policies that don’t compromise security, increasing the risk of data leakage, and keeping track of vulnerabilities and updates. This has seen the rise of Mobile Device Management Software and specialised companies offering solutions in this space.

BYOD can create headaches for business - but benefits employees
behind closed doors member and a Manager of Information Services, Jodie Rugless, has implemented a BYOD policy for her workforce and believes hers to be in the first 10% of Australian organisations to do so. In her opinion, the benefit of BYOD is employee satisfaction and personal productivity improvement. People like using the devices they are used to and, as a result, they are more personally productive and satisfied.

For benefits on the organisational side, however, there are many skeptics out there. Steve Ranger, executive editor of ZDNet and TechRepublic UK, wrote recently about why BYOD won’t suit every business BYOD: 10 reasons it won’t work for your business. Ranger believes the BYOD culture may not work for everyone: staff resent paying for their own phones, laptops and tablets; it can make life harder for the IT department; it won’t cut costs; and security is one of the biggest headaches.

• What’s your view of BYOD?
• As a leader, how do manage your people around flexibility and working off site?

I would love to hear from you!

Donny

Yahoo CEO's ban stirs up workplace flexibility discussions

Corporate America’s most famous working mother, Yahoo CEO Marissa Myer, has started a storm of controversy in the media, on Twitter and across blogging sites since announcing she is not allowing her employees to work remotely.

Mayer’s rationale, as outlined in a memo to staff, is that communication and collaboration work better when people are together, improving both speed and quality. She noted that some of the best decisions and insights come from hallway and café discussions, meeting new people and impromptu team get-togethers.

Advocates of workplace flexibility have responded negatively to the announcement. Time poor working mothers, in particular, are in an uproar as they feel Mayer’s decision is setting them back, by taking away their flexible workplace arrangements and not allowing them to care adequately for their families.

Supporters have come out saying that Mayer’s decision is right as face-to-face interactions are more productive, tending to produce more innovative breakthroughs, something Yahoo needs right now. Critics say that the most talented staff will take the exit door, leaving behind those employees without options resentful of the ban. Some leading commentators found that it was a worry if a technology company couldn’t figure out how to collaborate remotely when it was an issue throughout the modern work world. Richard Branson is quoted as saying “Give people the freedom of where to work.” (Mayer fees heat over telecommuting ban, SMH 27 Feb 13)

Workplace flexilbility is a trending topic right now. A 2011 study by WorldaWork found companies that embraced flexibility had lower turnover and higher employee satisfaction, motivation and engagement (SMH 27 Feb 13). Studies have found that remote workers are less productive than their on-site colleagues, whilst other studies have found remote staff more productive and motivated.

A study reviewed in the MIT Sloan Management Review last June showed that telecommuting may be hazardous to employee evaluations. “Companies rarely promote people into leadership roles who haven’t been consistently seen and measured. It’s a familiarity thing, and it’s a trust thing. … their presence says: Work is my top priority. I’m committed to this company. I want to lead. And I can.”

Google, Apple and Facebook are among the leaders in creating ‘closeness’ in their workplace environment by designing their campuses to include gourmet cafes, free food, gyms and comfortable meeting rooms where their staff can mingle and talk. This is to encourage people to stay at the workplace rather than work remotely, although none of these companies have a ban on working from home. The Los Angeles Times noted that there is an unwritten rule at major Silicon Valley companies…that just because you can work from anywhere, doesn’t mean you should.

What’s your view?

• Do you think working at home is the wave of the future or hurtful to productivity?

• Does your organisation support workplace flexilbility? Does it work? What are the upsides and pitfalls?

• Do you feel you are expected to show your face at work and that your performance and commitment are linked to face-time?

Let’s hear from you!!

Donny

The Sponsor Effect

Executive women underestimate the power of having a sponsor

The findings of a new report Sponsor Effect: UK produced by New York think-tank, the Centre for Talent Innovation (CTI), was highlighted recently in The Economist, June 16, 2012 edition.

The survey, based on 2,500 graduate employees, mostly in large companies, found that only 16% of the sample had sponsors, defined as people several levels above them who give them career advice, introduce them to contacts and help them get promotions. The study found that men and women who have powerful allies and advocates from above, advance in ways that their peers without sponsors do not.

The CTI’s first survey was carried out in the US in 2010 to determine the nature and impact of sponsorship and examine why women fail both to access or take advantage of it.  Sylvia Ann Hewlett, who heads up CTI, points to the fact that women who are qualified to lead “simply don’t have the powerful backing necessary to inspire, propel, and protect them through the perilous straits of upper management.” (The Sponsor Effect, HBR Research Project, December 2010).

The CTI considers having a sponsor dramatically improves a woman’s career prospects but notes that women are less likely to cultivate allies than men.  Ambitious women were seen to underestimate the pivotal role sponsorship played in their advancement in their current firm, throughout their career and across their industry.

Reluctance of women to engage a sponsor

Women generally understand the importance of relationship capital but, whilst happy to do favours for others, find it more difficult to call in this support for fear of being seen as self-serving or being turned down.  Many still believe that hard work alone will turn heads and net the reward they deserve.

Women are also reluctant to seek out senior colleagues as allies because sponsorship can be misconstrued as sexual interest.  Sponsorship requires spending time one-on-one, often off site and after hours, so both qualified women and highly placed men often avoid it as it can be misjudged.

Is sponsorship being used in Australia?

The studies have shown that there are definite differences between countries as to the use of sponsors, but the broad picture seems to hold that women underestimate the importance of sponsorship and fail to cultivate business relationships effectively. Networking, often done after hours, takes time, and those with a family may not be willing to invest the time it takes to build and maintain these critical relationships.  Women need to make the time and realize that developing high-level business relationships is as important to their career as education and professional development.

In 2011, Bain & Company conducted a broad-based Australian survey in conjunction with Chief Executive Women “What stops women from reaching the top?”  The study showed sponsorship for Australian women executives barely rated on the scale of importance.

Sponsorship shouldn’t be confused with mentoring

A sponsor and a mentor are different, so although a leader can be both a sponsor and a mentor, the roles are distinct.  Marilyn Nagel, Cisco’s chief diversity officer, notes “the driving force in mentorship lies with the mentee, whereas in sponsorship, it is the sponsor who directs and fuels the relationship.”

Mentors can help you do better in your current role, give advice, act as a sounding board, or help when you are facing challenging situations. Sponsors, on the other hand, are advocates who take calculated risks on you, open doors, make a case for your advancement, and speak to your strengths at levels of the organisation or in situations that are crucial.  They may also believe in you more than you believe in yourself.

Whilst many companies have mentoring and coaching programs, some organisations - American Express, Cisco, Citi, Deloitte and Time Warner – are leading the field in creating sponsorship opportunities for talented women by focusing on engaging the C-suite and embedding senior leader advocacy as a critical success factor.

Behind Closed Doors supports women getting ahead

When I set up Behind Closed Doors several years ago, there was a need for a national, invitation only program for Executive Women that provided group mentoring and networking, a professional sounding board, and like-minded women who would challenge their co-members to attain greater professional success.   We ensure high profile businesswomen are chosen to facilitate monthly sessions and become sponsors for their group, by introducing them to their expanded networks.  There are also specialist programs for managers, entrepreneurs (business owners) and executive assistants to join as they have a different professional slant.

My view is that the new global marketplace has opened up more opportunities for women to take up leadership roles in diverse industry sectors.  Predictions are that the next generation of leaders will have up to eight career changes and more chances at board directorships across multi-sectors. It’s becoming more evident that identifying and engaging key sponsors to help open doors to the upper echelons of power and high-level networks is gaining importance.

My advice?  Develop a career plan for the next five years, regularly revisit your career action strategy and ensure you add the extra pathway of sponsorship. Start to identify possible allies or advocates within your organisation and externally, and include in your career plan actions to actively foster the key ones that you have a natural affinity with and who seem open to support you moving ahead.

Warm wishes
Donny
Managing Director
DW Behind Closed Doors Pty Ltd