DEVELOPMENT yourself accountable to baseline expectations on your role is non-negotiable . But if you want to be a great EA , holding yourself accountable to ambitious objectives is necessary . Take ownership of your role and your exec ’ s successes .
Fundamentally , those you support need to believe you ’ re fully invested in supporting them to deliver to a high standard . And the key stakeholders around them need to believe that you ’ re operating at a pace and standard reflective of the demands of your bosses ’ job .
How to get your exec to trust and respect your character
Some EAs are highly respected influencers while others struggle to play a significant role – often because the very people you support don ’ t let you ! Either way , the ability to influence and drive outcomes can always be boosted , says Karen Gately
THE EXPERT
Karen Gately , founder of Corporate Dojo , is a leadership and peoplemanagement specialist . Karen works with leaders and HR teams to drive business results through the talent and energy of people . She is the author of The People Manager ’ s Toolkit : A Practical guide to getting the best from people ( Wiley ) and the host of Ticker TV ’ s Black Belt Leader .
The extent to which EAs influence their exec ’ s approach , or the standard of outcomes either they or their team achieve , ultimately comes down to the depth of trust and respect earned . The simple reality is that your ability to influence anyone is directly proportionate to their willingness to let you . Underpinning that willingness is the depth of trust and respect they feel .
Trust is driven by the beliefs people hold about your character and competence – and belief in the strength of your skills and experience is just the starting point . From there , you need the people you work with to trust and respect your character ; the person you are , the values you hold , and the attitudes and behaviours you bring …
Commitment Focus on important priorities , demonstrated through an investment of time and energy in driving essential outcomes , is what most senior leaders are looking for from their EA . Holding
Collaboration How often you been referred to as a gatekeeper ? Do you wear it as a badge of honour ? If so , stop ! Think carefully about the signals it sends to people you ultimately need to influence . Gatekeeping is all about restricting access , keeping unwelcome visitors out . Is that a position from which you ’ re likely to earn the depth of trust and respect you need ?
Of course , it matters that you control the demands on your exec ’ s time . Sometimes you have to say : “ No ” or delay people for longer than they ’ d like . But make sure that being seen as a team player , supportive of collective team outcomes , prevails . Then most people will be comfortable with the decisions you need to make to bring order to your boss ’ s world .
Integrity This means different things to different people , but commonly it ’ s about operating with honesty , fairness and good intention . As an EA , you have endless opportunities to earn or lose respect based on the depth of integrity you bring to your role .
For example , you have access to private information , and are privy to sensitive conversations and goings on . So , your ability to be discreet and maintain confidentiality is fundamental to earning and maintaining trust . Devastating to any EA ’ s ability to be successful is being known as a gossip or not knowing when insights shouldn ’ t be divulged .
Emotional maturity No-one likes working with someone who is emotionally unpredictable and meltdown-prone if things don ’ t go right . Let ’ s reflect on your emotional maturity . How well do you take on board constructive feedback ? Can you deal with challenging people calmly ? Or simply process frustrations that are holding you back ?
While none of us is perfect and we all have offdays , a reputation for being a mature professional capable of responding to challenge with composure is key . Great EAs bring order to chaos . They don ’ t become part of the problem . S
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58 Executive PA | Autumn Issue 2022