Mastering Administrative Skills

About your facilitator: • Founder, The Youth Career Coach Inc.

• Certified Professional Career Coach (PARW/CC)

• Leadership Faculty, Northeastern University,

• Gender & Women Studies Faculty, University of Rhode Island

Education: B.A. Degree UMASS Amherst

MBA, Johnson & Wales University

MS, Northeastern University

Exec. CERT, MIT Sloan

Exec. CERT, Harvard Kennedy School

CERT, Harvard Mediation Program

Ed.D., Northeastern University , Current

Past Employers: MIT, Boston University, Johnson & Wales, A.G.

Edwards, State Street, Neiman Marcus, Filene’s, Macy’s,

Beth Israel Hospital, Roxbury Public Defenders, Harvard

Pilgrim, Tac Staffing , Formerly on the Board at Dimock

Community Health Center, Volunteer: New England Law

Office. 202-400-2562

AGENDA

Who is in the room?

Gate Keeping StrategiesDetermine Which People and Organizations are Priority

Resolve Issues That Arise From Demanding People

Confidentiality in Handling Phone Calls and Documents

Techniques for Assisting Multiple BossesAssessing Working Styles

Tracking Everyone’s Time

Negotiating Conflicting Schedules

Q & A with Open Forum

Recap

It would be great to know who is in the room? If a few people could share with us:

1. First Name2. Which industry do you work? For example. Technology,

Medical, Education, Retail etc. 3. How many people do you assist? 4. How long have you worked in the administrative sector?5. Why are you here? 6. What are you expectations?

GATEKEEPING STRATEGIES

Gatekeeping Strategy #1

1. Establish some ground rules

2. Trust your gut

3. Don’t make assumptions

4. Be aware of the gate crashers

Gatekeeping Strategy #2

1. Remain calm

2. Be respectful, don’t patronize

3. Stay focused

4. Listen and ask am I hearing you say?

Gatekeeping Strategy #3

1. Take inventory

2. Work with IT

3. Snail mail

4. Evaluate Credentials

5. Be discreet

6. Keep files organized

INSTRUCTIONS:

1. Groups of 3 2. Each member chooses a category

Determining Which People and Organizations Are Priority

Resolve Issues That Arise From Demanding People Confidentiality in Handling Phone Calls and

Documents 3. Then each member will share their personal experience in that

particular area, along with one survival tip that has caused them to be successful in that area

TIME ALLOTED 10 MINUTES…….

“Regular brainstorming is as critical to an organization as regular exercise is

to your health. It creates a responsive innovative culture.”

Tom Kelley, Author of the best-seller The Art of Innovation

Time to generate ideas from the experts, which

is YOU!

Let’s Recap....

GOAL: On your break introduce yourself to one new person and exchange contact information.

TIME FOR A 15 MINUTE BREAK

BREAK

Techniques for Assisting Multiple Bosses

Technique for Assisting Multiple Bosses #1

#1. Know thyself ~ first!

Self Assessment Feedback from peers Myers Briggs (MBTI) | Jung (next slide illustration)

Components of Psychological Type | MBTI

ENERGYIntroversionThink it through

ExtroversionTalk it out

INFORMATIONSensingSpecifics

INtuitionThe Big Picture

DECISIONS/CONFLICTThinkingLogical Implications

FeelingImpact on People

CLOSUREJudgingJoy of Closure

PerceivingJoy of Processing

www.theyouthcareercoach.com

By Michael Leimbach, Ph. D., Vice President of Research and Design

”The more I learn about myself, the more I am able to understand others,

the more I am able to bridge the gap between us.”

http://wilsonlearning-americas.com

#2. Know their work habits#3. Know their schedule#4. Pay attention to the little things

#5 Final step in Assessing Working Styles

WHERE DOES YOUR BOSS

FIT?

←←

Analyze patters and characteristics

Determine the style of others

Assess your own style

Plan to accommodate others’ needs

Treat others as they want to be treated

ADAPT this is the key to assessing working styles as an Administrative Professional!

Technique for Assisting Multiple Bosses #2

1. Advance Planning 2. Carbon Copy Message Pads3. Outlook 4. Set Reminders5. Sync Calendars 6. Obtain Calendar Share Permission with

colleagues

Let’s recap…..

Technique for Assisting Multiple Bosses #3

1. Create a system2. Know the priorities for you & the boss3. Always ask for dates of desired completion 4. Ask if this project is tied to another 5. Ask to delegate to a colleague or intern6. Keep files & records 7. Consult your boss with a solution

Concluding with Case Studies

Let’s select a case study to discuss.

How do I get other people to submit time

sensitive information on time? I have deadlines

and when I have not received their information

it puts me behind. I've done meeting reminders

and it still does not help. ~Case Study # 1

What does one do to match the work style of a

manager that is a procrastinator?

~ Case Study #2

My boss is able to keep five things going on in

his mind at one time. We may be talking about

one subject and he tasks me with something

then five minutes later he’s asking questions. I

assume it's on the same topic and often times its

on a totally unrelated topic. How do I let him

know we aren't on the same page?

~ Case Study # 3

I often am the "Go to" person

for others in our office that I do

not support. It often disrupts

my schedule making it difficult

to accomplish the things I need

to do for my direct manager.

Our office environment is open,

so I can't close my door. How

would you recommend I handle

the others that are coming to

me with questions or needing

information? ~ Case Study #4

CASE STUDY # 1

How do I get other people to submit time sensitive information on time? I have deadlines and when I have not received their information it puts me behind. I've done meeting reminders and it still does not help.

It sounds like they feel no sense of urgency to comply. Are there any consequences for not complying ( i.e. name is listed publicly, boss is sent at e-mail, etc)? Do they understand the critical importance of providing it? If not, they will tend to see the task as a low priority and act accordingly. I suggest you talk to the late responders and find out what is preventing them for meeting these deadlines. Be prepared to make a persuasive case and emphasize their critical role in the outcome. Ask how you can support them. As a backup, ask your boss to send out a strong statement clarifying your role and emphasizing compliance with these deadlines.

CASE STUDY #2

What does one do to match a manager that is a procrastinator?

You can use this info to your advantage. If his/her procrastination is causing a problem for you by last minute requests let him/her know you need more lead time. Prepare a calendar of due dates and use this as a guide to keep him/her on track in advance of deadlines. This is true quadrant 2 activity (highly important and low urgency) that will keep you from living in quadrant I (highly important and high urgency).

CASE STUDY # 3

My Boss is able to keep five things on in his mind at one time. We may be talking about one subject and he tasks me with something then five minutes later he’s asking questions. I assume it's on the same topic and often times its on a totally unrelated topic. How do I let him know we aren't on the same page?

This sounds like a style difference. You have learned that assuming you are on the same topic doesn't work. Ask her/him what topic he/she is addressing when you are not sure. In your regular meetings take the time to offer her/him feedback about this behavior. We all have blindspots. Unless her/he is first aware of his behavior, she/he has little incentive to change. Try the "AEIOU" approach to bring up your request in a nonthreatening way.

Here is an example of what it might sound like: Acknowledge— " I know you have lots of ideas and topics to share with me" Express— " I want to make sure I support you in the best way possible. In our conversations, it is often hard for me to know when you have switched topics." Identify (your proposal)—It would be easier if you could let me know when you have changed and switched to a new subject. Outcome(benefits)—I believe this will help me to stay on task as we plan together. Understanding—How does this sound?

CASE STUDY #4

I often am the "Go to" person for others in our office that I do not support. It often disrupts my schedule making it difficult to accomplish the things I need to do for my direct manager. Our office environment is open, so I can't close my door. How would you recommend I handle the others that are coming to me with questions or needing information?

Being the "Go To" person is a mixed blessing as you have discovered. While you gain visibility and help others your real work can suffer. Some suggestions: try facing your chair away from the line of sight. Using headphones or a phone headset can also send a message that you are busy and people will seek answers elsewhere. Preparing a sheet of facts that you send out can prevent some questions and sending people to others for answers can help. Though it may be against your nature, you have to start protecting your time or the important work for your boss will not get done and then you will need your own go to person.

Analyze patters and characteristics

Determine the style of others

Assess your own style

Plan to accommodate others’ needs

Treat others as they want to be treated

ADAPT this is the key to assessing working styles as an Administrative Professional!

NATASCHA F. SAUNDERSCertified Professional Career Coach

linkedin.com/in/nataschasaunders

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twitter.com/TaschaSaunders

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Sources:

General websites:

Desk Demon

http://us.deskdemon.com/pages/us/indexus

The Effective Admin

(www.theEffectiveAdmin.com)

Administrative Resource Links

http://www.officedynamics.com/FreeStuff/FreeSt

uff/ResourceLinks.aspx

AAR

http://www.administrativeassistantresource.com/

American Society of Administrative Professionals

http://www.asaporg.com/

Admin Secret by Monster.com

http://adminsecret.monster.com

Educational Resources

http://www.admin-ezine.com/

The Admin Chronicles:

http://www.adminchronicles.typepad.com/

Blogs:

An Executive Assistant’s Blog

http://bhavanakumar.com/

Associations:

The Association for Healthcare Administrative

Professionals http://www.ahcap.org/

The Association of Executive and Administrative

Professionals http://www.theaeap.com/

International Association of Administrative

Professionals http://www.iaap-hq.org/

American Society of Administrative Professionals

http://www.asaporg.com/

Education Services:

www.lorman.com