NEWS
CAREER Professional development tips for executive-level PAs
THE FINAL WORD FROM A CHIEF OF STAFF
JO JONES
Why relationship management is important and how you can improve yours
Resilient , approachable , collaborative , warm , dependable , authentic , trustworthy … You will have your own views on what these words mean but one fundamental opinion that combines all EAs is that we are all of these things . And we have to be to get our jobs done .
A person I used to work with many years ago was a very unpleasant individual and didn ’ t succeed in her position because of how she conducted herself . She was utterly convinced that if her role title was changed from EA to Senior EA , she would automatically get the respect she deserved – her words not mine – and nobody could tell her any differently . This , of course , was not how it worked .
Instead , as you will know , gaining buy-in from everybody we interact with is key to our own success as EAs … And , subsequently , key to the success of our boss and wider organisation . Quite simply , our reputation is everything and relationship management is extremely important for EAs . We cannot deliver without our colleagues and peers on the same journey with us , it ’ s just not possible . And , unlike my previous colleague , we don ’ t automatically get that buy-in . Proactive management of our stakeholders is necessary . But it ’ s rarely easy and never just simply given .
Five ways to supercharge your relationship management w Most of us have a level of emotional intelligence and that ’ s the sweet spot . Being able to read a room or a situation effortlessly will let you press forward with your journey – or pull back and review depending on what you ’ re doing . This intel gives us an understanding of the requests made and feedback received , and helps us bridge any gaps , which ultimately creates
stronger relationships ( Talking of requests , don ’ t say ‘ yes ’ to everything . Having the confidence to say ‘ no ’ goes towards getting that crucial buy-in that makes us successful ). w Trust me when I say , stay away from emotional decision-making . Of course , everyone ’ s feelings are valid but reactions and passions will send you on a pathway of decision-making you don ’ t want to be on ! w Facts are essential for us to gain trust from our colleagues ( conjecture has no place in the highlevel assistant ’ s mindset ) and they help us help our bosses because what they don ’ t know , we can find out for them . w Don ’ t know something ? Can ’ t do something ? Transparency is key . Say it as it is and don ’ t make anything up as you go . Being open and honest will quickly build a foundation of trust amongst your various stakeholders . w If you acknowledge , internally , the different personalities that you deal with day-to-day but make sure to avoid internal politics , you won ’ t go far wrong . As far as you ’ re concerned you are forever neutral … And subsequently will be successful !
Being chief of staff , although becoming more in demand , is still very much misunderstood and we can ’ t assume that what we do and why is widely known . Therefore , we need to be a key communicator , working with trust – which we have earned , of course – while recognising that we ’ re operating with a level of ‘ narrowed ’ trust from across our organisations . As you are the closest person to those at the top , it ’ s not uncommon for us to be treated like some out of space creature , with caution ! S
Jo Jones is deputy chief of staff at Institute and Faculty of Actuaries
66 Executive PA | Winter Issue 2023