Gatekeeping Strategies: Tips for Administrative & Executive Assistants
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Transcript of Gatekeeping Strategies: Tips for Administrative & Executive Assistants
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
facebook.com/natascha.saunders
twitter.com/TaschaSaunders
youtube.com/nataschasaunders
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