The Revolutionary Assistant

The Revolutionary Assistant aims to be a partner to her manager. Fetching coffee and typing memos aren't her focus - she's fighting the good fight day by day with the boss, and she's getting things done.

Check us out!
  • .

    .

  • .

    .

Revolutionary Reference

Revolutionary Reference

We've amassed years of administrative assistant knowledge here on this site, and it's time we share it with you.
Read More
Revolutionary Quotes

Revolutionary Quotes

To say nothing, especially when speaking, is half the art of diplomacy. (Will Durant) Public speaking will get both you and your manager farther in your career.
Read More
Apps for Success

Apps for Success

Video conference and desktop sharing are a breeze with FuzeBox. Save your company money on meeting travel using this great tool!
Read More
Tips and Tricks

Tips and Tricks

Planning meetings across the globe? World Time Server is the best tool to ensure that you're not getting anyone out of bed to meet!
Read More

Are Introverts or Extroverts More Successful?

In our last post we talked a little bit about how personality means as much – if not more – to success than intelligence does. Specifically, we talked about conscientiousness and how it’s the single most prevalent trait among those who are successful, because they’re organized, focused, orderly people who keep their eye on the prize.

Extrovert vs introvertNow let’s look at interaction with other people, more commonly known by fans of the Myers-Briggs personality tests as the Introverts versus the Extroverts. Who among them is the more successful? One might think that the introverts are at a disadvantage. They don’t say much, don’t get to know folks, don’t help themselves. Extroverts know how to mix and mingle. They must be more successful, right?

A Washington Post article states that neither introverts or extroverts have the edge. In fact, it’s the “ambi-vert,” the one that falls in the middle of the scale, that tends to have the most success.

Said author Daniel H. Pink in the 2013 article, “Extroverts can talk too much and listen too little.” And introverts “can be too shy to initiate, too skittish to deliver unpleasant news and too timid to close the deal.” Ambiverts strike the right balance.

The article covered the study of Adam Grant, University of Pennsylvania Wharton School of Business Professor who looked at sales reps at a software company. He measured their personality and rated their level of introversion/extroversion on a scale of 1 to 7, with 7 being the most highly extroverted. After that, he tracked their performance for three months.

“The introverts fared worst; they earned average revenue of $120 per hour. The extroverts performed slightly better, pulling in $125 per hour,” Pink wrote. But the ambiverts? They earned an average of $155 per hour. In fact, those ambiverts who scored a 4.0 on Grant’s test, right smack in the middle of the scale, earned the most, at $208 an hour. They presented a balanced, not-too-loud-and-not-too-shy approach that didn’t overwhelm but didn’t miss the opportunity.

I’m sure that somewhere along the line you’ve taken a personality test to determine where you are on the introvert/extrovert scale. If not, it’s likely you have an idea where you fall. If you’re the life of the party and feel yourself gaining energy the more you talk to people, you’re more extroverted. The introvert experiences a drain of energy in a room of people looking to have a conversation. If one of the above situations describes you to a tee, it’s possible you may be at one of the polar ends of the scale.

This doesn’t mean that you won’t be successful in the workplace. Extroverts can force themselves to tone it down a little, develop stronger listening skills. Introverts can find ways to promote themselves and align with extroverts that will shout their better qualities from the rooftops. But the majority of those reading this find themselves in the middle of the pack. That’s good news – go out and succeed with your incredible balance of people skills and internal conversation!

Next post: Wednesday, April 29

Personality and Success – Conscientiousness

So, the Umpteen Habits of People. That was a fun article to write, and even more fun to research, because it distilled down dozens of different ideas about what successful people do differently.

But habits are just that – what people do. Is that all there is to it?

Intelligence is a factor in success. You need to be educated around your subject matter, you need to be able to evaluate situations and make good decisions. But beyond that, there are definitely personality traits that help you get to that top level. It’s not all about what you know, it’s about who you are and how you function and interact with the people that surround you.

ConscientiousAn Australian study recently published in the journal Learning and Individual Differences suggests that people who are more conscientious and open to new experiences performed better academically than those who were just intelligent. And while being open to new experiences that’s the number one predictor of creative success, it’s conscientiousness that’s the most prevalent among those who experience success.

According to a news article in Business Insider, “There’s a staggering amount of research linking conscientiousness with success. A National Institute of Mental Health study found that conscientious men earn higher salaries. The National Institute on Aging also found that conscientiousness is linked to income and job satisfaction. Other studies show that conscientiousness is the most important factor for finding and retaining employment.”

Conscientious people are organized, so they’re better at setting goals and staying the course when things go awry. They are more orderly, follow the rules, don’t stir the pot.

When you’re in an office setting, it makes sense that this particular personality trait will help you go far. Not even so much that a conscientious person has a plan to get his work done, but that others like to surround themselves with people who take direction, focus on the prize.

So, it’s maybe not so important that you’re book smart, but if you exhibit this trait you’re likely to go further in your education, career and life. What other personality traits help a person succeed? Stay tuned for more studies!

Next post:  Wednesday, April 15

So, It’s My Birthday…

BirthdayYup, my birthday is today.   And, boy, I hate it when my birthday falls during the week, because the people at the office make a deal out of it, make me eat cake and kill a tree by buying me a card and signing it.

Sound like a curmudgeon? Well, maybe I am, but a 40-something birthday isn’t anywhere near as exciting as a 20-something birthday is.

Still, it reminded me that there are appropriate ways to celebrate a birthday in the office. If you have to make a deal out of someone’s birthday, here are some good things to think about and remember:

Consider celebrating everyone’s birthday in a monthly thing – In one of my favorite jobs before I got married and moved away, we did a monthly birthday thing. We all got to pick the kind of pie we wanted, and the whole office got to share a piece of your pie with you. That was fun. I thought it was particularly fun because, being shy, I enjoyed not being the ONLY person who was the center of attention.

Manage the money aspect carefully – In my job now, the boss seems to always go out and buy a cake for a department birthday celebration, but other departments may want to do something on their own and no one wants to get stuck with the bill. Talk about birthday celebrations at a meeting and figure out what kind of “contribution” everyone is comfortable making. That could be donating money toward a cake, or even baking one. But everyone should do their best to make sure that they don’t get stuck with the bill.

Try to join in the celebrations if for only a few minutes – Everyone gets busy. And not everyone likes to celebrate birthdays (that would be me!). Still, if you don’t go in and have a small piece of cake and wish the birthday person well, you look like a spoil sport. You don’t want people to think that you don’t want to see them or don’t wish them well, so set aside your work for a minute or two and join the gang.

Don’t make a big deal out of a birthday – Birthdays are nice, but there’s no need for loud singing, singing telegrams, or broadcasting someone’s age on large balloons. If the celebrator is someone like yours truly, and they’d rather not celebrate at all, then this is particularly annoying and not making the birthday celebrations very nice.

I hope your birthday, and the birthdays of all of your colleagues, are nice ones. Remember that some individuals are less enthusiastic about the occasion than others, and try to make it nice for everyone. It’s actually very nice that co-workers are willing to do this for a celebrator, and that never goes unnoticed or unappreciated!

Next Post:  Wednesday, April 1

The Umpteen Habits of People

I follow every possible business magazine on Twitter. I love to read the articles and ponder how the ideas contained within affect the Revolutionary Assistant and the way she does her job.

UmpteenOne thing that I’ve noticed lately is that everyone has a list of habits. Just this week, I have been able to add “Seven Habits of Emotionally Intelligent People” and “Four Habits of Highly Resilient People” to the long list of habit lists started by the age-old “Seven Habits of Highly Effective People.” In fact, all you have to do is pick a number and type “habits” next to it in Google Search and you’ll get a wealth of information about how to be a happy couple, make better decisions, not get fat, and so on.

So, what’s the right list of habits? Who do you listen to? Well, I’ve been reviewing all of them for you, and I think that they’re all doing a lot of talking about the same elements. They may call them something different, but they’re pretty much all talking about these:

Umpteen-1: Be positive. No one likes a Debbie Downer, and Debbie Downers don’t usually take time from their belly-aching to envision themselves becoming successful, let alone achieving it. But, more than the power of being positive in your head is the power of being positive with everyone else. To paraphrase your mother, it’s never what you know, it’s who you know. You’ll meet a lot of people along your road to success, and the friends you make will sometimes open doors for you. No one wants to open a door for a Debbie Downer. Everyone wants to smack Debbie Downer.

Umpteen -2: Be a cheerleader. That is, see the good in everyone around you. Don’t speak badly about them to make yourself look better, don’t deny them an opportunity because you think you should have it. Champion people rather than criticize. Consider your actions and make sure that they benefit others as much as they benefit you. And be genuine. These people will be your team and, sometimes, your guiding light.

Umpteen-3: Start out with the end in mind. When you begin a project, or even a life-long goal, you should know what the end looks like, and how you’re going to get there. Granted, your plan and real life might not always look exactly the same, but it’s important to at least think you know where you’re going.

Umpteen-4: Be a good listener. As Steven Covey put it, “Seek first to understand, then be understood.” This comes up over and over again. Not only do you get to absorb what others think and say, your willingness to listen makes them infinitely more open and responsive to you. And please do that listening without your cell phone and your iPad and your computer. Be 100% present for others.

Umpteen-5: Have confidence. If you don’t believe in yourself and your abilities, no one else will. That means being assertive when you have to, setting boundaries when you have to, asking for help when you need to, being humble always. If you know what you’re talking about and where you’re going, these qualities will come naturally.

Umpteen-6: Understand that you won’t get there by yourself. Everyone needs a mentor, everyone needs someone to open a metaphorical door for them now and then. If you’re positive, if you’re a cheerleader and a good listener, there will be people everywhere to help you do that. If they’re not making things happen for you because they’re at the next level, they’re working for you, and doing a good job because they believe in what you’re doing.

Umpteen-7: All work and no play make Jack a very dull boy. Take care of yourself. Pursue your goals at work, but pursue a healthy, happy lifestyle outside of work as well. If you are in good spirits mentally and in good health physically, you’ll be ready to work harder for your success.

Throughout the next week or so, I’ll share some of the “habit” articles I’ve encountered recently, and you will see for yourself that this is the common theme. Of course, there are plenty of other little helpful hints that can be had along the way, too, so happy Revolutionary reading!

Next Post:  Wednesday, March 18

Successful Collaborations – Part II

In our last installment on collaboration, we reviewed the three ingredients for a successful collaboration. According to author Michael Sampson in his article, “Three Pre-Conditions for Productive Collaboration,” you must have Practice, Process and Potential. We reviewed Practice, which included all the rules and methods by which individuals would participate in the group. Now, let’s talk a little bit about Process and Potential.

 

Process

Process is about the methods and the patterns by which people will work together. We talked about the rules that individuals should have when we talked about Practice, but Process includes things like:

Gnomes_plan

Underwear gnomes are not good collaborators!

Deciding the best way to get to the final goal – There will be a list of steps to get to the end result. Perhaps, as the group enters the room, there isn’t any clear view beyond step one. But at least decide on how you’re going to come up with a path that will make step two clearer.

Deciding who will do what – Within the group, everyone should have a job, and that job should be based on the expertise that you bring to the table.

Deciding how much time you’ll allot to achieving your goal – How long should step one take? How long do you dwell on it before deciding on a method to get to step two? You don’t want the team taking forever to do the work needed, so set some deadlines and stick to them.

Deciding on how work will be shared – Ideas, documents, historic work…all of that kind of thing needs to be made available to your group if their best work is going to be done. How is that going to happen? Is someone in charge of making it happen? This is a very important job, so establish accountability here!

 

Potential

Then, there is Potential. This is where the magic happens. One assumes that a group is brought together to work on a problem because they have a bigger chance of success than one lonely guy will.

The example that author Michael Sampson uses is a car company. There are multiple divisions that make family cars, sports cars, recreational vehicles, and so on. But great potential comes when representatives from each of those areas come together to share their knowledge and improve about the processes of their common practices.

Of course, watch the group dynamic. Are they following the rules of Practice and Process? Then Potential will hopefully show up!

 

So, if you or your manager has been asked to join in a collaboration, you can refer to these rules and suggestions to make sure that your experience is the best it can be. Remember, you’re all in it together and it’s in everyone’s best interest that things go well!

Next Post:  Wednesday, March 4

Successful Collaborations – Part I

At some point in time, you or your manager will be asked to collaborate with others. It might be someone in another department, it might be someone with another organization entirely. Whatever collaboration opportunity is presented to you, it’s probably in your best interest to make sure it goes successfully.

I recently read an article that talked about how the three important ingredients of a successful collaboration are practice, process and potential. Practice, in that there are common human practices of collaboration in play, like letting friction bring you to new heights and ideas. Process, in that the group commits to a process and sticks with it. Potential, in that you have a group of people that can actually achieve the goal set in front of them.

This is true, but that’s a 30,000-foot view of what collaboration is all about. Let’s take a look at each of these three elements and all of the components that make them up.

 

Practice

Collaboration is work, work, work, and the group will be successful if everyone is playing by the same rules. Some of them are individual, like:

CollaborationAgreeing to respect individual opinions and assume positive intentions – Trust that everyone is working for the common good of the group until proven otherwise.

Agreeing to keep communication open and frequent – Everyone should know what everyone else is doing, and with today’s communication tools, there’s no excuse for communication surprises. Use your company’s intranet to communicate on exclusive, confidential pages, or employ a tool like Yammer to share thoughts, ideas, and atta-boys within the organization or with others from other companies.

Channel any conflicts toward new discoveries and better work – So much easier said than done! All I can say is, look at the source of conflict, and don’t accept compromise. Resolution is more powerful and sticks better. Getting to resolution will likely pay off well.

Agree that you’ll give 110% toward overcoming roadblocks – And hold your fellow collaborators to it! Everyone needs to pull their weight when the going gets tough, and too often ill will starts where the road block is encountered and only some of the people in the group care to get past it.

Dial down the competition – The achievement of the group outweighs the achievement of the individual in most cases, so group members should be warned that this collaboration is not about outdoing each other but about arriving at a goal for the common good.

Beyond the individual aspects of the collaboration, as a group you’ll need to decide what kind of collaboration is in order. Depending on your final goal, the group should determine what’s the best collaboration approach to get the job done. There’s a variety of different opinions on what types of collaborations are out there. These are a few that I pondered and found to be valuable:

Open collaboration – This is where you have a team of people that are out to achieve a common goal. You have a specific question that needs to be answered, and a reasonable amount of control over the final results. The team doesn’t necessarily all have to work for your company, and the goal isn’t something like curing world hunger or coming up with a cure for the Ebola virus. It’s often an idea-generating group, and includes people from all different disciplines.

Vertical collaboration – This is a collaboration where the end result is to influence others to act. A business might employ a vertical collaboration that includes suppliers and customers. It’s vertical, from top to bottom of the product life. You can also use this type of collaboration within the organization at the lower levels, with a group of contributors reporting to a higher-level individual or team.

Horizontal/Lateral collaboration – This is a collaboration between groups of people who share a common challenge and need to make a system shift. Similarly, it can be a collaboration between people at the higher levels of an organization, who can pull levers to shift behavior and process.

“Practice” allows you to get your people together and decide on the rules by which you will interact. In our next installment, we’ll talk a little bit about “Process” and “Potential.” Collaboration is an important tool in business, and knowing how you and your manager can do it well will make you both even more successful!

Next Post:  Wednesday, February 18

To Infinity and Beyond! (or, How to Show Your Value in the Office)

I recently received a new assignment at work. It’s a promotion of sorts, and something I’ve wanted for a long time. Now that I’ve talked my way into getting the assignment, I’m ready to kick some butt to show that I’m worthy of it and that this work will have a huge effect on the bottom line of our business.

So how do you go above and beyond in your job? Whether it’s a new assignment, the validation of a current one, or a promotion that you’re after, going that extra mile never hurts. Here are some suggestions on how you can make an impression that lasts.

InfinityPresent your ideas with confidence – If you have to deliver your spiel in the mirror a thousand times, do it. But when you’re ready to talk to the powers that be about the thing you feel very passionately about, you should act like you know what you’re doing and want to do it. Stammering, stuttering, and nervous laughter are not your friends.

Act, don’t talk – You can have a gazillion different ideas and throw them all out there, but unless you come up with a plan and put it into action, it’s nothing more than hot air. Of course, I’m not suggesting you go rogue and start making things happen without checking in with your manager. But don’t be the one that sits there in your manager’s office saying, “Someone should.” If it’s important to you, go out there and do it.

Anticipate needs – For every action there’s at least one equal and opposite reaction. Are you considering how your new plan is affecting others in other departments? When you consider that, try to look ahead at what kind of needs you’re going to create. When you fulfill those needs, you’ll really become the hero, because you’ve thought of everything and done something about it!

Accept all feedback and very visibly put new actions into place based on it – If your manager takes the time to give you feedback, you should make sure that the feedback is taken well, and new steps are put into action. If you disagree with what she’s telling you, present a thoughtful and well-founded case to her as to why you think she might be wrong. And keep emotion out of it!

Go out of your way to ensure success – In my new assignment, I really need to get out in the field and observe. Unfortunately, I don’t have a travel budget. So I did some math, made an agreement with myself that I was going to buy a few tanks of gas, and I’m going to do what I need to do. Any time you go out of your way, whether it’s in a customer service capacity, or just some additional hard work to ensure your project’s success, it’s just another way you’ll show yourself off as a dedicated employee.

Be the model employee – That means, no complaining, work hard, and be positive.

And most importantly, know your stuff – You are now the king/queen of data related to your project. You are the resident expert. If your manager has a question, you should have an answer or a list of options ready for her to review. Don’t hesitate for a moment, and make sure all the information is ALWAYS at your fingertips.

That’s how you go above and beyond. Put forth the extra effort to increase your company’s bottom line or make things a little better for your fellow team members, and you’re going to earn the right to make things happen.

Next Post:  Wednesday, February 4

“Boss, I Totally Disagree With You.”

I am not a quiet person.

When I see someone going down an incorrect path, I will say something. That holds true if you’re my friend, a member of my family, and even my manager.

DisagreeI’ve recently not had such good luck trying to help my manager out by sharing my wealth of accumulated knowledge. In my twenty-five years of doing this assistant thing, I’ve picked up a few things along the way. Why wouldn’t I share with my current manager a trick that one of my former managers employed successfully?

Turns out, not everyone wants my opinion or thinks my idea is best. I’d like to say I’m okay with that, but I tend to argue my point until it’s completely understood. So, I went through my checklist on how to appropriately and respectfully disagree with my manager, just to make sure I was doing everything right:

Always show respect first – I definitely do this! My manager worked hard to get to his position, and I respect the road he has traveled to get there. It’s not hard for me to show that respect – I always feel it, and it comes out in all I do.

I work hard to earn my right to an opinion – I try to make good decisions in my position and apply the knowledge I’ve learned from my fabulous managers when working on behalf of my boss. So, hopefully, I’ve earned the respect of my manager, and that helps me share an opinion with him and be taken seriously. If necessary, I prepare a couple of examples of my former actions to support my delivery of this particular opinion. I show my manager that I’ve earned the right to disagree.

My ethics are sound – I don’t share shady opinions. I share good ones that don’t hurt people and are not against the law.

I share my opinion in private – The last thing I’d want to do is call out my manager (or anyone, for that matter) in a room full of people. That would be breaking my first rule of always showing respect first. I wait until we have time alone and then bring up my thoughts.

Always start on a positive note – I’m not talking about saying, “Hey, I love that tie you’re wearing.” That would make me look disingenuous. But if I’m sharing an opinion about a process or about a person on our team, I will always start out with what’s working about that arrangement before I launch into my thoughts for improvement.

I keep my eye on the benefits (and those should be for the company) – Anything that I’m suggesting should change should come with my thoughts as to how the company will benefit. Is it time saved for my manager or for the team? Is it going to eliminate anguish or change the morale of the group? Just like making a sale, I present my opinion (features!) and tell my manager why it will work (benefits!).

If you can, start out your manager/assistant relationship with the expectation that you have an opinion you’re willing to share – Once, when my favorite manager and mentor ever was about to part ways with me, I told him I didn’t think I could ever work with anyone as well as I worked with him. In his wise way, he told me, “You will do fine, so long as you have a manager that takes feedback.” And he’s absolutely right. I have since moved on from that company as well and I made that a part of my interview discussion with my new manager.

I followed all my rules on disagreeing with my manager and trying to get my point across. But, you know what? That doesn’t mean he’s going to agree with me or take my advice. And that’s okay. I will sit back and watch him make a decision that doesn’t seem right to me. And I will learn great things from that decision when it works. Or I will gain more respect from my manager when his idea doesn’t work as well as mine would have. Either way, it’s a win for me!

Next Post:  Wednesday, January 21

Happy Holidays!

This Revolutionary Assistant hopes that you and yours have a safe and happy holiday.  Many thanks to all of those folks out there that contributed to The Revolutionary Assistant this year and helped to make it a success.

Mostly, I’d like to thank you, our readers, for giving us a reason to plow on and make our site better and better all the time.  Have a great holiday, and we’ll see you after the first of the year!

Enhancing the Manager/Assistant Relationship

In my last blog post, I talked about stepping aside for that new assistant who’s followed her manager to a new job.  This is not good for you, especially if her manager’s new job is your manager’s old one.  But it’s great that an assistant has such a good working relationship with her manager that they decide to stick together.  It’s likely that the two of them have a mutually satisfying relationship that fosters professional and personal growth for both parties, because they have common interests and a common approach to life that bonds them.

You could have that too.

Friendships and common bonds won’t always grow between two people, but here are a couple of ways that you can try for “something more” with your manager without crossing professional boundaries.

Set aside a daily snippet of time for conversation and catch-up – Dialogue won’t open up if there’s no time for it.  Sit down with your manager and agree to meet for five or ten minutes at the beginning or end of every day, so you can cover topics that need to be addressed.

Share your enthusiasm with your manager – The best way to find out what someone else is all about is to share what makes you tick.  If you spent all weekend at a flea market and came home with an antique radio that makes your heart soar, by all means, tell your manager all about it.  It doesn’t have to be a long conversation; it just has to be a little glimpse of who you are.  It’ll encourage reciprocation.

Set up the “every six months whether we need it or not” time out of the office – I’ve invoked this rule with several of my managers over the years.  I want to get out with them in a social setting at least once every six months, so we can be ourselves and just talk about something other than work.  Perhaps it’s dinner with the spouses along, or maybe it’s a relaxing lunch with a no-cell-phones rule.  Whatever the plan, aim to get out of the work cage and run around in the wild for a little bit, so you can each see a different side of the other.

Ask her what she thinks – Whenever there’s a change at work or a new initiative, there’s something new to talk about.  Ask your manager her opinion on different things that are going on in the office – perhaps you see things the same way and can find some common ground.  If not, you can at least get a glimpse of her perspective.

It could be that you and your manager never find that sweet spot, and if not, that’s okay.  You can still do your job or, if this is really important to you, head off and find someone new to support.  But even if you have a little bit of appreciation for what motivates your manager to get up and go in the morning, you’ll find it easier to do your job for her.  No one likes helping a jerk, but it’s easy to work hard for a manager you understand something about her on a deeper level.

Next Post:  Wednesday, January 7