NEWS
CAREER Professional development tips for executive-level PAs
THE FINAL WORD FROM A CHIEF OF STAFF
JO JONES Holding up the mirror
I ’ m sure you ’ ll agree that pressure , uncertainty and change are a staple diet for the CoS . Lots of variety also means learning , growth , experience and challenge ; and a difficult challenge is something that isn ’ t always a pleasant taste but must be digested . I am also fully aware that I must own my challenges … And I am having a healthy meal of that right now .
Being fairly new into my CoS role confirms what I have always suspected – whilst I currently influence from the background , I now have a hunger to make a real difference and be at the epicentre of the decision making . Many fellow CoS colleagues will feel we rarely see the spotlight .
Don ’ t get me wrong – I don ’ t believe ego has a place in this role and that ’ s not who I am ( ask anyone who knows me how I prefer to handle challenging situations and you ’ ll be told : “ Head-on ; we talk about it , settle it and move on ”). So , as I ’ m currently dealing with the difficult , it turns out being on the sidelines is a frustrating space for me .
Now because of my current challenge , I have been privy to some extraordinary behaviours and it has had me thinking more and more recently about my own personal brand , how people see me and what I would want to be remembered for . A trusted partner that always delivers perhaps ? Or that I manage a variety of relationships successfully ? In one of my previous columns , I talked about a colleague who was convinced that if her role title were to change to a more senior one she ’ d get more respect . Of course , we all know that this is definitely not the case .
One massively important element to me being CoS is the people component – and I mean in terms of bringing my colleagues along on the bus ride with me . Without their buy-in I am lost . I have spoken about the importance of relationship management previously , too , and how being that
trusted partner ; supporting leaders to deliver on strategy and the organisation mission is key to our success . But what if the direction is now unclear ? What if there are grey areas where robust dialogue is needed but absent ? Then what ?
What are you going on about , I hear you ask ? Well navigating challenge and change is never easy . Although some , like me , love change others fight against it and this can sometimes bring out the undesirable and extraordinary – and I don ’ t mean the latter in a good way .
I am more used to collaborative problem solving and agile mindsets , not micromanagement of the minutiae . I anticipate problems and deal with sensitivities better than any other role I know but some behaviours can influence decisions and an organisation ’ s direction , which I am not quite familiar with . I find that more and more I am encouraging honest conversations and at the same time trying to establish the reasons why . I do wholeheartedly believe that having transparent exchanges is the best way to achieve positive outcomes , albeit it can feel quite unnatural sometimes to be so open .
At this time , I am faced with some of the knottiest challenges and although things are becoming clearer to me , it has made me reflect heavily on how I am , what my reputation looks like and how the relationships I foster are .
As I asked myself what I want my legacy to be , the answer I come back to over and over again is that she didn ’ t compromise her own morals , judgements and standings , and she successfully made a positive cultural impact on her organisation , peers and colleagues . And I hope that always ( and I do mean always ) I ’ ll be held accountable for high performance … Otherwise what ’ s the point ?! S
Jo Jones is chief of staff at Institute and Faculty of Actuaries
66 Executive PA | Winter Issue 2024