8/24/2018. The Tasks You Perform. Asset. a useful and desirable thing or quality. Commodity

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1 Effective Administrative Leadership in the Executive Suite Sandy Geroux, M.S. (407) Commodity an article of trade or commerce, esp. a product as distinguished from a service. Asset a useful and desirable thing or quality The Tasks You Perform 1

2 Indispensable TASKS you PERFORM Invaluable vs. Indispensable Prove my value vs. Fill my hours Asset vs. Commodity Service Provider What value do I add? (Not just what tasks do I do?) Task Research Process Travel arrangements and calendar management How I do it differently More in depth analysis Recognize and make previously unknown connections Benefit/value added Don t have to think of everything up front; you ve got their back! Able to capitalize on important correlations We often under value ourselves! Created Master Profile for Less time wasted (no repeat Boss: Use preferred airlines, instructions needed) seating, routes, times Travels worry and stress free Tech/system for coordinating Meetings well organized, easy schedules follow up, no conflicts Individual Exercise (begin now) List Top tasks List extra benefits Demonstrating the Professional in Administrative Professional 1) 2) 3) 4) 5) 6) Shared vision Communication Relationships Community Guidance Character 2

3 Single most defining quality 1) 2) 3) 4) 5) 6) Shared vision Communication Relationships Community Guidance Character 1) 2) 3) 4) 5) 6) Shared vision Communication Relationships Community Guidance Character 1) 2) 3) 4) 5) 6) Shared vision Communication Relationships Community Guidance Character What vision do I want to set? For whom? Focused on shared vision How will I communicate that vision? To whom? How often? Methods? Engaged with each other What strategic relationships do I need to help me achieve my goals? 3

4 Organizational Culture What can I do to foster a sense of community/belonging? Reminders? Don t sit on the sidelines and observe 1) 2) 3) 4) 5) 6) Shared vision Communication Relationships Community Guidance Character Inspire greatness How can I inspire greatness? Who needs coaching/mentoring? Where can I share my knowledge? Personality traits 1) 2) 3) 4) 5) 6) Shared vision Communication Relationships Community Guidance Character What personality strengths will serve me well as a leader? 4

5 Real integrity is doing the right thing, knowing that nobody's going to know whether you did it or not. - Oprah Winfrey Enthusiasm is infectious! Enthusiasm is infectious! Don t be needy Lead quietly Enthusiasm is infectious! Don t be needy Strengthen Partnerships by Thinking Operationally and Strategically 5

6 What should my leader(s) be doing? 1. Setting vision, mission, strategy, goals 2. Looking forward, identifying upcoming challenges and opportunities 3. Assigning roles and responsibilities Making Brainstorming and Collaboration More Effective To think There must be a box! a. Including deadlines 4. Solving problems (with teams) What should my leader(s) be doing? 1. Setting vision, mission, strategy, goals 2. Looking forward, identifying upcoming challenges and opportunities 3. Assigning roles and responsibilities outside the box Never em forge their WHY! Post visible reminders Show them the results of previous efforts a. Including deadlines 4. Solving problems (with teams) 5. Motivating, engaging and inspiring the troops! How can I help? a. Get to know them and vice versa b. Report on progress c. Never let em forget their why Remind everyone of the goals Field trip Thank you notes 12,345 residents remained CONNECTED throughout the hurricane! 4,500 patients treated in 2012 What should my leader(s) NOT be doing? 1. Tactical/logistical details 2. Micro managing Doing things they used to do in a previous position Doing things out of habit Doing things out of fear 3. Doing things the way they ve always been done Before growth, mergers, acquisitions) 6

7 Help them see beyond your current position and abilities I have to do everything myself. Don t be afraid to shine! Get rid of the glass ceiling In your job In your own mind Where can/will I step up and take a risk? I m just an admin Treat ayourself are and youremain will man asasheyou is and he will remain you aare. Treat as you as he is.astreat man as heyourself could be, could be,help and him you to helpbecome yourself and you so.to become so. How can I further help my executive? Help boss start (or finish) a task or project? Take something off their plate? What are they afraid to delegate - Sandy Geroux, M.S. - Ralph Waldo Emerson 7

8 Seamless You never know until you try Flexible What should I be doing? 1. Setting vision, mission, strategy, goals for my support and partnership with my executive a. What should their experience with me look and feel like? Easy to deal with Easy to talk to Caring, compassionate They just won t do it! Research Reporting What should I be doing? 1. Setting vision, mission, strategy, goals for my support and partnership with my executive Analysis a. What should their experience with me look and feel like? b. What can I take off their plate? c. What can I help them see differently? d. What expertise, experience, perspective can I offer? e. How can I be a better strategic partner? What should I NOT be doing? 1. Their job a. Make it clear! 2. Other people s jobs They won t take NO for an answer! 1. Make it clear! 2. Just say NO They keep coming to me, even though I m the wrong person! Don t accept WRONG or STUPID answers from them! Diplomatically tackle the difficult conversations that need to happen to ensure that people do their own jobs and allow you to do yours! 8

9 Barriers to Effective Communication Modulation and Control Voice Actions/Activity level Eye Contact Clear and Direct Clear and Indirect Companies Mr. Mr. It s Smith, Smith, confusing never I m people confused give to are me people working as how tocredit raises why a lot I where didn t are harder given receive credit thanis the raise in we they this discussed due! used company. to. last month. Masked and Direct Masked and Indirect Assertive Aggressive Respectful Clear and Direct Listens well Direct, straight forward; be Strong advocates calm; don t take their Relaxed/good contact assertiveness eye personally Dominating Clear and Direct Criticizing/attacking No nonsense, direct, straight Rude/threatening forward; praise; use them to Violating other s rights put out fires Passive Aggressive Passive Appears Clear andpassive Direct Sabotage behind scenes Matter of fact; tell the of effect on Deniesbe problems exist others; clear that you Remains stuck/powerless expect harmony Holds Varies everything in Eventually Encourage; don texplodes like to make Fails toifbe assertivetake decisions; sensitive, Poor eye contact confrontation personally Pick your battles! 7 Techniques and Tips for Using Indirect Influence The importance of role playing and practice What if 2nd Person Quote Softeners Visual Metaphor Repeated yes Presupposition Modest Influence Tips used with permission. Original article from ManageTrainLearn at 9

10 Tone Volume Body Language Words Used Don t Be Afraid to Ask for Help Communication Styles & Behaviors Choose a communication pair: One person is aggressive the other is assertive One person is aggressive the other is passive One person is aggressive the other is passive aggressive Both people are aggressive Choose a scenario from your workbook Group Exercise Delegating Effectively Delegating Effectively Actions that show confidence Actions that show confidence Be willing to admit you re not the only one who can do it Don t expect perfection Be specific about why, what, how, when and by whom tasks should be done Don t micro manage Ask for help don t order! Don t abandon the project; check on it ask for progress reports Say thank you! Choose the right person for the job tell them why you chose them If necessary, teach the skills needed Delegation vs. Empowerment Delegation Empowerment 7 Crucial Mistakes that Lead to Miscommunication and Difficult Conversations Total direction by the leader More leader control/ less follower skill/ability Total autonomy by the follower Less leader control/ more follower skill/ability Mistrust 10

11 #1 #2 Not verifying your knowledge and understanding #3 Assuming #4 Not paying enough attention to small details Re add numbers Re check dates Same information synced from one sheet to the next #5 Continually pointing out misunderstandings / using repetitive words/phrases As I said before Names #6 Not summarizing/confirming complex (and sometimes even simple) verbal agreements in writing Not apologizing when necessary Know your audience Preface it Let them know when they may get something they don t expect 11

12 #7 Showing impatience to them (or anyone else) Words Face/eyes Actions Building the A Team! Our Leadership Philosophy Help our leaders succeed and our organizations thrive: Focusing on not only how we act, but how we react to everything that happens around us. Role modeling the behavior we wish to see Helping our leaders role model the behavior they wish to see 12