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.

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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.
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Revolutionary Quotes

Revolutionary Quotes

"Alone we can do so little; together we can do so much." (Helen Keller) Collaborate better with these helpful hints!
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Apps for Success

Apps for Success

Evernote allows you to keep all kinds of files together in one place, on the cloud, accessible by any device!
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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!
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Mergers and Acquisitions: A Recipe for Disaster?

So, big buzz in my office this past month: the number one player in our industry signed on the dotted line to purchase a huge up-and-come-er, mostly because of its e commerce success.  Our team members, and the team members of other industry players, watched the whole thing happen with eyes open wide.  Our competitor bought the company for an exorbitant amount of money.

Thing is, the company they bought is less than five years old and lost $100 million last year.

Our deep-pocketed competitor has acquired other e commerce companies in the past, and the results were not necessarily to their benefit.  They weren’t able to get their plans off the ground, and eventually the company, its mission and its success was just folded in with their larger counterpart’s business-as-usual practices.  Their mergers were not star-studded successes.

This is why my interest was piqued when I found an article in the June 2016 issue of Harvard Business Review, “M&A: The One Thing You Need to Get Right.”  In it, author Roger L. Martin states, “M&A is a mug’s game: typically 70%-90% of acquisitions are abysmal failures.”

UmpteenWhen I search the internet and other sources, I find that Martin is not alone in his opinion, but his declaration is out there a little further and a little bolder than most.  When companies look to obtain value for themselves – access to a new market or capability – they’re spotting the same opportunity that other companies see, and the value of that opportunity will be lost in the bidding war.  He says that when a company acquires or seeks to merge with another company to take what they have, the merger is not likely to be as successful as when they look to infuse the acquired company’s assets with their own to make it more successful.

When the company I work for was acquired by a private investment capital firm, they were looking to do exactly that.  They looked at our company as an investment and they did everything Martin recommended:

They were smart providers of capital – They wanted to see our company grow so their investment would pay off.  They provided capital so we could expand our national footprint with new locations, improve our distribution center, and so on.

They provided better managerial oversight – When our owners purchased us, we didn’t really have expertise in place.  They allowed us access to their marketing experts, their legal team, and so on.  They helped us hire our own experts and stand on our own two feet as a growing company in a whole new league from where we were before.  They managed us like a larger business, and we became one because of it.

They shared resources – Our investor’s collection of companies allowed us access to fabulous discounts and buying power we didn’t have before.

I don’t think our competitor purchased this company because they wanted to give the company an injection of their money and skills.  In fact, this acquired company was stealing customers right out from under them.  Our competitor is buying their customers back.  But the acquired company has converted them into unprofitable online customers, and the parent company is now going to be charged with the miracle of making those customers profitable again.

It remains to be seen if this will be a success or a failure.

Revolutionary Assistants aren’t often involved in mergers and acquisitions, and if we are we’re pushing the paper and watching it all fall in place from the sidelines.  But if your company is involved in a merger, whether you’re the buyer or the seller, it pays to know a little bit about what you’re looking at.  Take a moment to ask your manager to explain the circumstances, see if it passes the above test for success.  You might be surprised at what you find.


Next Post:  Wednesday, July 12

Women Book Travel Earlier Than Men (and Does It Matter?)

True story!  Women tend to book their business travel earlier than their male counterparts.  And, wait, there’s more.  This same study (led by Carlson Wagonlit Travel and highlighted in the June 2016 Harvard Business Review) showed that women book approximately 2 days ahead of men; that millennial women get the shortest head start on their male millennial counterparts; and the older you are, the earlier you book.

There are articles everywhere that dispense sage advice about when to book a flight, how to book a flight, how long out to book a flight…does any of it really matter?  What does the data really show?

In their January, 2017 article, “The Best Time to Buy Airline Tickets,” Conde Nast Traveler admitted, “Airlines change their fares multiple times a day, so you never really know.”  Indeed, it is like taking a blindfolded swing at a piñata, even when the last five players missed it entirely.  You book your flight and hope tTravelhat the cheapest option isn’t the Sunday evening flight out or the 6AM departure with the connection in Dulles.

All that aside, Expedia’s study of billions of airline transactions resulted in this sage advice:  buy your ticket on a Sunday.  They also recommended to purchase tickets more than 21 days in advance (47 days, if you want to go by’s study) and, unless you’re headed to North Asia or China, include a Saturday night stay in your itinerary.

Travel budgets are a consistent target for trimming in today’s corporations, so a Revolutionary Assistant knows to be mindful of her manager’s travel schedule.  Still booking more than 21 days out isn’t always possible, and she’s not always hanging out on her computer on Sundays looking for the best deal for the boss (she has to have a day off, after all!).  The report suggests that while Sunday is the best day to book, those Monday-thru-Friday workers booking travel should definitely AVOID booking on a Friday, when fares are at their highest.

Back to the above study by Carlson Wagonlit, though…those women who book earlier than men, do they actually save their companies money?  “Controlling for other factors,” the article said, “women save about $17 a trip, or 2% of the ticket price.  For a multinational company with 21,000 travelers and typical gender and travel patterns, the researchers say, that could yield savings of $1 million a year.”

No small change.

Oh, and I should mention that this holds true for those travelers that don’t travel frequently.  When a traveler made upwards of 20 trips a year, the gender differences nearly disappeared.



Next Post:  Wednesday, June 28

The Exit Interview

Any good business is interested to know why its people are leaving, so being asked to do an exit interview upon your departure is not unusual and not at all a bad thing.  In fact, a Revolutionary Assistant should be eager to share his or her thoughts on what the organization is doing right and where it could improve.

Like any other interview, you should prepare your thoughts and enter the discussion with positive intentions.  After all, you don’t want to “slam the door shut behind you” when you leave.  Here are some things to think about, and some tips for the interview itself, that you might find handy:

Exit InterviewPlan your comments ahead of time – Even constructive criticism should be thoughtfully delivered.  Think about the reasons why you’re leaving the company, and if there is indeed something about the organization that’s causing your departure (e.g., lack of advancement opportunities, uncompetitive pay), by all means bring it up.  These are the things that the HR department needs to hear.  Make a list of those things you want to discuss, the items you think would be most helpful for the organization to understand.

Work on subtracting the emotion from your delivery – You might not be leaving on the best of terms.  If you’re marching out the front door in a huff, we’re very sorry to hear it.  Resist the urge to unload all your angst on the poor, well-meaning HR generalist.  Do your complaining and venting ahead of time, and approach your exit interview with as much positivity as you can muster.   And, with that in mind…

Refrain from commenting on specifics – The person conducting the exit interview should not be bringing up any specific instances that have caused your departure…in other words, if you’re a victim of sexual harassment, your interviewer should not be asking you questions specific to that incident.  The questions you answer should be general, high-level questions about the company and its leadership.  Decline to answer any questions that jump into that level of detail.

Don’t burn bridges – Your departure from the company may be largely fueled by your hatred for a particular manager or director, but you should be cautious about spewing your opinion of this person.  If it’s one thing I’ve learned in my nearly 30 years in the business world, it’s that industries are smaller than you think, and the likelihood that you’ll run into that horrible person again is bigger than you think.

Do your own “exit interview” with co-workers – As you prepare to leave, use your remaining time to connect with co-workers and let them know how much it’s meant to you that you’ve had the opportunity to work with them.  Spread a little sunshine…and be missed a little more.  It can’t hurt.

At the end of the day, be professional.  This is your last chance to leave on a good note, secure that personal and professional reference.  Don’t leave them with a bad final memory of your time with the company…but don’t walk away from them with information they could use to make the company better for those who remain, either.


Next Post:  Wednesday, June 14

“I’m Out of the Office Today…”

Admit it: your automatic “out of the office” email is just an afterthought as you’re running out the door to your vacation (or even your business trip).  A few quick words to let people know that you’re not tied to your keyboard these next few days, and you’re gone.

Out of officeAt the very least, you should be letting emailers know the dates you’ll be away from the office, and who they can contact in your absence.  That’s the bare bones option.  But what if you want to go a step further?  Your out-of-office response is an opportunity to show your professionalism, to remind clients and customers that your company provides a service, or to let emailers know you have a sense of humor and want to brighten their day.

Here are some suggestions:

Share an article or sales material – Are you an assistant supporting the sales department (or its sales leader)?  If you often receive inquiries by email or phone, consider sharing your sales materials as an attachment to your out-of-office message.  Or, perhaps you’ve just read an article that you found informative or inspiring.  If it’s professional in nature, consider sharing it and spreading the knowledge.

Share pictures – Sharing photos can be amusing and memorable.  If you’re out of office on vacation, you can say something like, “Here’s a picture of me as I’m leaving the office for my vacation” or “This is what I plan to be doing for the next week.”  Include a photo of manically happy you on your way out the door, or a picture of your feet as you’re lying on a towel at the beach.   Or, go the Facebook/Twitter route and share a cute animal to make the emailer’s day better.  “I’m sorry I’m not here, but behold…here’s a golden retriever puppy to help make up for that.”

Use your automatic response even when you’re working – If you’re offsite running an event or attending a six-hour meeting, use your automatic response option to let people know that you won’t get back to them right away.  They’ll appreciate the heads up!

Brag on your co-workers – Let your emailers know that you’re referring them to the world’s best second-choice option ever:  “I’m not in the office today, but feel free to reach out to Julie, who is perhaps the world’s best answerer of your question.”  Doing so will help the emailer feel more confident about going to Julie, and Julie will feel extra good while you’re gone.

Share information your emailer might be looking for – If you’re managing an event or anticipate that people may be trying to contact you for specific information, consider sharing that information (or links to it) in your out-of-office, to minimize your need to respond when you return.  OR…use the automatic responder even when you’re in the office to give others the information you know they’re seeking.

Let people know about business news or a recent accomplishment – Along with the basic out-of-office information, you could add, “And by the way, did you know that Smith, Incorporated was voted best consulting firm by Consulting Digest for the third year running?”  Or, brag a little about yourself:  “I’m out of the office today, taking a break after working with my team to open three new locations in the state of New Jersey!”

Revolutionary Assistants are standouts, and I mean in everything from the work they deliver to their manager all the way down to their out-of-office responses.  Don’t miss an opportunity to set yourself apart from the herd.  Put some thought and energy into your outgoing message!

Next Post:  Wednesday, May 31

Powerful People and Collaboration

I’ve been reading my Harvard Business Review again – and yes, I’m about a year behind.  But I was thumbing through the May, 2016 issue, and I caught this little tidbit that I thought really applied to the life and work of a Revolutionary Assistant.

The article is called “Collaboration: Powerful People Perform Badly on Teams.”

I could have written that article.  You could have, too.

CollaborationYes, according to the research that produced this five-paragraph passage to enlightenment, authors John Angus D. Hildreth and Cameron Anderson  found that “high-power individuals tend to be overly confident, devalue others’ contributions, take credit for others’ ideas, and interrupt—all negative behaviors when collaborating.”

To determine this, they ran a series of experiments, the first of which was a team of two people (a leader and a follower), building a tower of toothpicks and candy.  The first group was evaluated and decisions made from the results of that to do a second experiment.  The second was a team of three that was assigned a project involving creativity.  The teams of three, when made up of all high-powered individuals, were less creative, less focused, shared less information and had fewer interactions.

When your high-powered executive, that executive with the short attention span who’s oblivious to detail, is in a collaborative situation, there are roles he or she should be playing.  Being equal to the rest of the group probably isn’t one of them.  But a great leader puts collaboration in motion (both in meeting situations and in work environments) by affecting some of the things that can bring it to a standstill.

“Everyone is equal here” – That’s never true, but the executive can certainly make everyone a little more equal than they were when they walked in.  Help your manager level the playing field by giving all team members a voice and making sure they’re treated with equal respect.

Communication is key – Creating a collaborative environment means making sure all your employees are aware of the others and have opportunities to talk to one another throughout the day.  Being collaborative when you’re in a room together means that everyone is heard.  Help your manager seek input from the quiet team members and make sure the loud ones take a break so that others can contribute.

Even out the assignments – Team members can’t contribute or collaborate when they’re so buried in work they don’t have time for anything else.  Whether in a meeting situation or in a work environment situation, help your manager make sure that work is being distributed evenly, that Joe has the time and energy to contribute.


High-powered leaders have a place in the collaboration scheme, but usually they’re far better at orchestrating it.  Like you would in any other group, play each person to their strengths.  Your executive’s strength is creating music from the noise his team spews, so let the collaboration sing while he holds the director’s baton!

Next Post:  Wednesday, May 17

Developing Your Emotional Intelligence

Emotional IntelligenceNothing stood the business world on its ear like the concept of emotional intelligence and its effect on a person’s success in the corporate world.  Emotional Intelligence is the ability to recognize your own emotions and keep them in control, and to recognize others’ emotions as well.  Studies have shown that people with greater “emotional intelligence” are more stable and are better leaders, and they perform better at the office.

There’s a book about it by Daniel Goleman, if you care to check it out.  You probably should.

At any rate, if you believe in “emotional intelligence” the next step is getting some for yourself.  Well, you already have a natural level of emotional intelligence, just like you have a level of actual intelligence.  And just like your actual intelligence, you can increase it a little with some studying.  Here are a few hints to enhancing your emotional intelligence.

Get in touch with how you feel – This might sound a little elementary, but it’s more complicated than you think!  Emotions are more complicated than “happy” and “sad,” so spend some time thinking about what you feel and why you’re feeling it.  Force yourself to stop and take pause a few times a day.  Ask yourself, “What am I feeling?”  Ask yourself what the origin of that feeling might be.  Pay attention to your physical reaction as well.

How do you act when you’re feeling that way? – Emotions will always impact your actions and reactions.  Start paying attention to how you behave when you’re frustrated, when you’ve just been given bad news or have been sent back to the drawing board.  Is the little voice in your head eating away at your confidence?  Is that affecting how you communicate, how you act around others?  Pay attention, and take responsibility for your behaviors.

Reduce negative emotions – I know, I know.  How do I do that?  Well, it’s not easy.  But you can try.  Stop jumping to negative conclusions.  Quit listening to that little voice in your head chipping away at your self-confidence.  Think about all the ways you can view a situation before you act on it.  One of my managers told me once, “There’s really no place in business – or in life – for anger.  You can accomplish everything you want, and overcome every obstacle, without it.”

Focus on others, and less on yourself – This can be a hard one.  You spend a lot of time at the office doing the best job you can do so you will get praise and more money.  Emotionally intelligent people focus on others.  Look at what your co-workers bring to the table, what their individual strengths are.  Learn what motivates them, and rely on that knowledge when you need to bring people together to work on a project.

Be a pleasure to work with, and explore new things – Be the person other people like to be around.  Be fun, be adventurous, and try to bring out that same attitude in others.  Don’t ever stop learning.

Easier to read than to accomplish?  That may be true, but one can only grow by pushing yourself and exploring new territory.  So go out there and improve your emotional intelligence – the effort will take you far!


Next Post:  Wednesday, May 5, 2017

The Person in the Office You Don’t Like

In my office, I sat next to a person that I did not like for a long time.  In an open office environment, of course.

When I tell you that this woman could test the patience of a saint, I do not jest or over exaggerate.  The rest of the office will back me up on that.  But as an assistant to the man who led our company, I needed to work with all of our employees – including her – to accomplish our agenda.

It’s never easy when you have to work with someone you despise, but I learned, and you can, too.  Here are a few hints on how you can work with people that rub you the wrong way.

The People You Dont LikeAsk yourself why you have a problem with this person – Did you start off on the wrong foot, or is there really something about this person that you fundamentally disagree with?  Occasionally, you can get the wrong first impression of a person.  Think for a moment about what it is that really irritates you about this person.  Is it superficial, like the way she laughs when the boss is around?  Maybe she’s trying to cover up a lack of confidence.  If that’s the case, put yourself in her shoes.  You know what that feels like, right?

Add patience and subtract emotion – If it’s something you can’t get past, your fundamental philosophy just doesn’t match hers, well, then you have to deal.  Each time you approach her, remember that you have an objective in mind and something that needs to be accomplished.  Sift out all of the emotion from your request, and focus on the end result.

Confront the person with the issue – She might not be aware she’s bothering you with her habits.  If you sit down with her and explain that it drives you crazy when she interrupts you, or that you didn’t think it was very nice when she agreed to support you in a one-on-one meeting and then threw you under the bus in a group meeting, perhaps she’ll understand and try to change her behavior.

Is the fight really worth it? – If you’re unable to reconcile your differences, ask yourself if this person is really worth the time and trouble.  Is she worth the elevated blood pressure?  If she’s not affecting the outcome of your work and you can avoid her, do it.

Think offense, not defense – If the toxic person in your office is on the attack and her victim is you, don’t let her back you into a corner.  Step forward, and start asking questions.  “How are you unsatisfied with my work?” or “What exactly is the problem and how can I correct it?” will diffuse the attack.  Moving into her “space” by earnestly trying to get to the core of her “issue” will send the message that you’re not going to back down to a bully.  Sometimes, that’s all a toxic person needs to experience to leave you alone.

Don’t be a gossip – As much as you hate her, avoid talking about her at the coffee machine, no matter how sympathetic the ear.  Don’t share your angst with co-workers, because if that gets back to her, it’s just another reason for her to make your life miserable.  Wait till you’re home to complain!

Sometimes you can’t solve the problem of the much-hated co-worker, but even if you can’t, remember that it’s about her, not about you.  You can control how you feel and how you act – don’t let her ruin your happiness or your enjoyment of work.


Next Post: Wednesday, April 19

Keep Your Manager Out of Awful Airports

airportA lot of revolutionary assistants don’t travel as much as I do (because I love to travel).  So, when I tell you that an airport is easy to navigate and a snap to get in and out of, that’s an airport to remember.  When your exec is traveling, the last thing he wants is to be tangled up in a line waiting for assistance from an ornery airport employee.  Then, there are also issues with checked luggage, luggage getting lost, inability to get ground transportation, a trip around the world to get to the car rental place…well, the list goes on.

According to a study done by J. D. Power, the least satisfying airports to travel to or through are:

  • New York LaGuardia Airport
  • Newark Liberty International
  • Philadelphia International
  • Chicago O’Hare International
  • Boston Logan International

Having been to all of these airports, I can tell you one of the things they all have in common is that they’re older in design.  Efforts have been made to freshen up LaGuardia but it’s still old and tired.  That said, it’s a better airport than the other two New York airports (Newark and JFK) to use if you’re looking to get to New York City.  (New rejuvenation efforts have recently created some traffic jams for the small but well-used airport, which is why some are choosing to avoid it.)

Older facilities like those listed above often don’t have the ability to move people through quickly.  Logan Airport in Boston was built in the 1920s, and when you think about how travel has changed since then, you understand why it’s at a disadvantage.

In almost all these cases, you could avoid sending your exec to or through the airport, instead choosing  a nearby location (Midway instead of O’Hare or Providence instead of Logan, for instance), but sometimes the cost of the flight or proximal location dictate that they must be used.  Plan for extra time if that’s the case, so your manager isn’t late.

J.D. Power also cited the five best airports in the US:

  • Indianapolis International
  • Buffalo Niagara International
  • Southwest Florida International
  • Jacksonville International
  • Portland International (Oregon)

You’re likely to get great feedback from your manager if he or she is using one of these airports.  These are, for the most part, new or newly renovated to accommodate travel in the new millennium.  This doesn’t mean travel hassles don’t exist there, but they’re happier places in general.

It’s always good to be aware of where you’re sending your manager and what he’ll encounter when he gets there.  If you can’t be traveling and see it first hand, do your research and prepare for the best and the worst!

Next Post:  Wednesday, April 5

The Administrative Network (and Why It’s Important)

While we are constantly reminded with memes on Facebook that “one voice can start a revolution,” the importance of working with your team and understanding your collective strength is huge when you’re a Revolutionary Assistant.  The message of this article is a simple one: network with your fellow assistants.

Why network with the other assistants?  Well there are plenty of reasons to get to know them, have regular con-fabs and lean on each other:

Establishing a relationship with another exec’s admin is good for your manager – Your manager is on a team with other managers, and there’s a boss above that expecting it all to hum like a well-oiled machine.  Reaching out to the other executive assistants ensures another level of that machine is humming.  Break down the silos between departments and start talking.

Useful information comes from other assistants – If your manager needs a report from another department, your relationship with that department’s assistant helps speed that request along.  Not only that, but it’s a task off your manager’s plate AND the plate of the manager whose assistant you’re working with.  Here’s to enhancing that manager/assistant relationship!

Learn more about your company – When you’re sitting in human resources or finance and surrounded by the work that those departments do, you often don’t see the whole picture.  Networking with another admin helps complete the picture of what your company does and how it does it.  Understanding what others are looking for when they receive information from your department helps you produce useful, efficient work.

Get new assistants up to speed faster – When I started with a new company (one I ended up loving), I was taken under the wings of two other senior assistants who showed me the ropes, introduced me around and made me feel less alone.  They guided me in how the company worked, helped me when I ran into roadblocks or didn’t know where to go, and in the end paved the way for me to get more done for my manager.  Helping a new assistant get acclimated ensures that she knows the way the company operates, and that means less work for you when you don’t have to correct work!

A union of assistants corrects system-wide issues – When one assistant doesn’t like a process or a system, it’s just a small voice complaining.  When a group of people get together and say, “This isn’t working for us,” suddenly people are listening.  In one of my roles, our purchasing department decided to terminate our relationship with a very hands-on travel company and take up with one that was nearly 100% automated.  The assistants who supported execs at the top of the ladder found themselves waiting on the phone for 30 minutes to get their managers changed to flights that left 10 minutes before anyone answered their call.  Needless to say, the assistants got together and demanded the purchasing department take another look at the relationship, and things were changed.

Ensure help is just around the corner – Company-wide charitable causes and other similar initiatives suddenly have a group of champions around the building!  Use your network of admins to help you raise money for charity during events, and assist with company-wide picnics and other events.

The administrative network is a valuable part of the company.  Do your part to make connections, and make the network to other, shier assistants.  Make the network formal with quarterly meetings or just do your part to share a lunch or some free time with a fellow admin.  You won’t be sorry you did!

admin network

Next post:  Wednesday, March 22

Training an Exec on How to Use an Assistant

Wouldn’t it be nice if an executive could go to a class to learn how to use an assistant?  I know that, if such a class had existed, there were a couple of managers I’d have sent to learn a thing or two.

I’d been an assistant for about ten years before I made it to the C-level, and when I did, the first manager I found Trainingthere was a sponge.  Constantly open to ideas about how I could make his life easier, he started by handing me his typing and his travel schedule and ended up allowing me to manage portions of projects that had huge impact on the company.  We sat down once or twice a week and just talked:  not only about his schedule, but about his projects, the expected outcomes, and so on.  With regular dialogue, I was able to speak up when I saw he was working on something where I could contribute.

I thought this was the norm, but when I moved on to my next position supporting a C-level executive, I got exactly the opposite.  He was, in fact, not only clueless on how to use an assistant to his best advantage, he was pretty adamant that there was no part of his job I could do as well as him and insisted I only do his travel and expenses.

I probably don’t have to tell you that executive #1 is tremendously successful today, and executive #2 is no longer an executive.

Because no real training exists for an executive, here are some helpful hints you can use to start the ball rolling on a better working relationship:

Bring a list of your skills to the table – Your manager should know what you do well.  If you’re all about the numbers, tell him you’re up for some budget management or watching payroll.  If you’re into the communication side of things, you can manage his correspondence, newsletters, etc.  Make sure everything is represented – if you’ve been with the company twenty years and he just started, you know a lot better how things operate and that’s something he will find useful.

Communicate, communicate, communicate – Some assistants are lucky to get a once-a-week status meeting with their managers.  If you can sit down with your manager every day, even for ten or fifteen minutes at the end of the day, and hash over what happened today and what’s going to happen tomorrow, you’ll have a better idea from day to day where you can jump in.  If he says he’s too busy to connect, tell him, “That’s why we have to connect!”

Watch his output for work you can take over – My manager used to have to communicate leadership changes on a regular basis, and he’d get something started on paper and then say, “What do you think?”  I’d make a couple of changes to what he wrote, tighten it up, make it sound more powerful (he was, on his own, not one to blow his own horn), and then give it back to him.  Eventually, he’d give me a list of things he wanted to say and let me do it.  Other things, like regular correspondence, department purchasing, or even project management, will follow suit.  Look at his work and decide what you could do as well, and then speak up.

Ask for the “why” along with the task – A revolutionary assistant can’t anticipate needs until she knows why tasks are being completed, who benefits from them, and what happens to the work from there.  Get the complete story behind decisions and requests so you can see the strategy.

Give the relationship time – When you’ve worked together for a year or two, you’ll have an instinct for each other that makes the relationship successful.  If you’re new to each other, remember that you’ll need your manager’s guidance and opinion every step of the way.  Both of you should know and remember that it won’t always be this way.

When the manager/assistant partnership is a well-oiled machine, everyone is at their most productive.  Do what you can to help your manager use you better!


Next Post:  Wednesday, March 8