BOSS SWAP
j
According to Karen, EAs need to be upfront with their
desire to get to know the new boss better. It’s about
exploring the ways they prefer to work and the expectations
they have of their EA.
“Many leaders will have completed various personality
profiles over the years. Don’t be shy about asking them to
share these tools and to step you through the key points they
believe matter most,” Karen said.
Now ‘in a groove’ with her new manager, Jo Hillas—who
is EA to the CEO of her organisation—said it’s all about
asking the right questions. “Have a list of questions ready
to ask when you first meet about their work style and
expectations,” Jo said.
Be flexible or stand firm?
While the majority of EAs responding to the questionnaire
said they needed to be flexible to their new boss’s needs
and requirements, some had to stand firm on a few points.
Which begged the question, should EAs be assertive and try
to set the working standards, or should they be flexible to
their new boss’s style of working? Is there a middle ground
that can be struck here?
Narrelle Aickin is an EA at ANZ and during her ‘boss
swap’ she was left without an executive for four months and
had to take an assertive position to keep the ship on course.
“You have to take emotion out of the equation and just
concentrate on the job at hand. In my case, without a boss,
I saw it as my job to ensure we continued to have the usual
direct report meetings, as deliverables were still required to
get the job done,” Narrelle said.
According to Karen, if the EA is thriving then the boss is
thriving. If EAs have the courage to speak up about how they
can support their boss the best, then the partnership will be
positioned for success. But, there is also room for flexibility.
“Be assertive by being clear and firm on the boundaries
you expect to be maintained, while also demonstrating a
flexible mindset and approach. In many instances, your boss
will unquestionably benefit from a disciplined and focused
approach to working together. So, don’t hesitate to let them
know when they are undermining your collective success
and what you would like them to do differently,” Karen said.
But, in Narrelle’s case, it’s important not to overstep your
boundaries and undermine the interim management.
“Be careful not to overstep boundaries by treating the
interim manager as though they will be moving on soon.
Overlooking their authority or disregarding the delegated
authority they have to make decisions is only likely to
undermine trust and respect.”
Breaking the ice
Starting out, I was also very curious as to how EAs managed
to break the ice with their new boss. What were some of the
key strategies for building a positive relationship from day
one? Is there something EAs can do to immediately build
trust and demonstrate competence to a new executive?
Lisa Chanda, EA at Insurance Australia Group said
breaking the ice is all about building a personal bond.
“Initial interactions you should keep informal first, get to
know each other on a personal level, understand what both
of your goals are and what motivates them to come into work
every day,” Lisa said.
20 Chief of Staff | Issue 1 2020
Serena Coleman, EA to the CEO of a large charity
organisation also adds that it’s important to demonstrate
your competence straight off the bat by asking as many
operational questions as possible.
“I feel as though my ability to do my job is the most
important part of my relationship with my CEO. There are
no wrong questions when you are establishing a professional
working relationship with someone you are going to work so
closely with,” Serena said.
This thought is mirrored by Karen, who thinks that
ownership and integrity are key to starting out on the right
foot. “Demonstrate your commitment to your role and your
boss’s success through the actions you take to proactively
drive outcomes,” Karen said.
Know when to walk away
Sometimes—despite best efforts—an EA and a new boss
simply don’t gel. A good working relationship can be
built manually, but occasionally personalities clash and
the partnership doesn’t always work out. Some of the
responding EAs found it best to know when to take a step
back and assess their situation.
Theresa, EA to the CEO, CFO, and Executives of
Operations and Legal at a large retailer had a tough
experience when her executives changed several times
during the first six months of her tenure at the company.
After several ‘boss swaps’, Theresa wound up supporting
an executive that she struggled to develop a positive
relationship with. Eventually, she took action and requested
an internal transfer.
“As an EA it is incredibly important to have a trusting
relationship with the person you work for, and when you
get a new manager that is someone you clash with it really
comes down to working out if you can handle that person or
if you request to move,” Theresa said.
This step isn’t always an easy one to make, but sometimes
you have to look after yourself, says Karen Gately.
“Like any new relationship, it can take time to get to
know one another and build trust. But if at the end of the day
you struggle to build a respectful, trusting relationship with
your boss, you are better off moving on,” Karen said.
“While it’s important not to be idealistic in your
expectations of a boss, if you are unable to build a successful
relationship there is little point in working with them. If the
approaches your boss takes are causing unnecessary stress
and anxiety, choose to find a better boss before your mental
health is adversely impacted.”
Developing a relationship with a new executive is
something nearly every EA will experience at least once—if
not multiple times—in their career. In pulling together these
responses, there are a few key ideas that shone through.
Firstly, flexibility is important. It’s critical to strike a
balance between standing your ground on how you know
things should work and adapting to the work style of a new
executive. Secondly, by asking plenty of questions EAs can
develop a ‘profile’ of their new boss and use that to tailor
their service and role. And finally, if the relationship simply
isn’t working, sometimes it’s better to move on. With these
strategies and ideas in mind, hopefully, the next time a ‘boss
swap’ comes around you’ll be ready to take the turbulence in
your stride and hit the ground running. S