Yay, I got the job! What now?

In this article we are talking a bit about the hand over process to a new C Suite level executive assistant, some tips on how to fit in and start a relationship of trust with your new executive.

In a flat organization with an “all about people”, this process will happen smoothly, due to the transparency and flexibility it offers. So this is your first day at work in a big company as the EA to the CEO. What do you do? I’ve got some ideas:

1. Make questions (strategic ones)

· If possible, reach out to the former EA to learn important information about the executive, the job priorities, communication flow, people and company culture;

· Interview or have an informal conversation with the CEO, to learn as much as you can about him and the job, such as his or her preferences, work style, priorities and needs; as well as getting to know the CEO on a personal level, creating rapport and synergy so that you both work as a team;

· Repeat the process with partners, department heads and all employees who have constant contact with the CEO;

2. Build relationships

In an “all about people” culture, creating good relationships is the key to better results based on the company's values. In the first 30 days, try to get to know people on a professional and also personal level, understand their needs and define actions to help them, either through 1: 1 interviews or an informal conversation during break time, lunch or happy hours.

3. Get to know and live the company’s culture

Check out the company’s website and social media for all the information on how to incorporate people's culture and become an indispensable part of the team. Not only learn about it, but also live the company’s culture, understand its core business, the mission and values ​​through 1: 1 meetings or a coffee breaks with HR employees and / or internal (or external) training - seek specific training courses to learn all about the industry in which the company operates.

4. Talk, talk and talk

The exchange of information and dialogue with the CEO and other employees must be constant. Thus, knowing the “pain points” of the executives and the company as a whole, it will be possible to define the scope of work of the executive secretary, which can vary from the CEO's most simple and personal tasks, participation in meetings, travel management and agenda, even collaboration on strategic projects of the CEO or other departments such as HR, Marketing, Commercial and Sales, etc.

5. Career plan and scope

The executive may delegate more complex responsibilities to the assistant after showing that he or she is capable and confident in delivering results over time. Thus, the possibility of growth in one's own position and even assuming a leadership position in one of the company's areas will be a possibility in the career planning of this professional, who should be self-managed, seek proactive knowledge and always have follow-up meetings (at least once a week) with their executive to align expectations.

Every executive reaches a limit where it is impossible to do more business without additional help. The first secret to working successfully with an executive secretary is getting to know yourself.

Specifically:

· What are you good at?

· What are you not so good at?

· What do you like doing?

· What tasks drive you mad?

· What do you need to do to expand your business?

· What would you do if you had more time?

After this self-analysis, have a candid conversation and draw the ideal scope of work with your assistant so that based on it, he or she can create customized procedures and manuals to achieve maximum productivity and satisfaction for both.

Once the executive has analyzed what he likes to do, what is good and what he needs to do, it is time to find out how to delegate everything else.

For me, it was valuable to spend a week or two watching how I spent my time. I wrote down each activity and the amount of time I spent on it. Try to do it for a day, you may be surprised by the results.

Check out on the picture below some of the activities that the executive may delegate to me, as his or her executive assistant:

Well, that’s it for today, I hope you enjoyed it and on my next article I’ll be talking about managing your executive up, time and agenda management, acting as your executive strategic business partner.

Author: Damiana Alves

Virtual Executive Assistant