Gatekeeping Strategies: Tips for Administrative & Executive Assistants
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I. Gatekeeping Strategies Overview II. Gatekeeping Strategies A. Determine Which People and Organizations are Priority Establish some ground rules Trust your gut B. Resolve Issues That Arise From Demanding People Remain calm Be respectful, don’t patronize C. Confidentiality in Handling Phone Calls and Documents • Take inventory • Work with IT III. Techniques for Assisting Multiple Bosses A. Assessing Working Styles • Know thy self • Know their work habits B. Tracking Everyone’s Time • Advance Planning • Carbon Copy Message Pads C. Negotiating Conflicting Schedules • Create a system • Know the priorities for you & the boss
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Gatekeeping Strategies: Tips for Administrative & Executive Assistants
- 2. About your facilitator: • Founder, The Youth Career Coach Inc. • Certified Professional Career Coach (PARW/CC) • Leadership Faculty, Northeastern University, • Gender & Women Studies Faculty, University of Rhode Island Education: B.A. Degree UMASS Amherst MBA, Johnson & Wales University MS, Northeastern University Exec. CERT, MIT Sloan Exec. CERT, Harvard Kennedy School CERT, Harvard Mediation Program Ed.D., Northeastern University , Current Past Employers: MIT, Boston University, Johnson & Wales, A.G. Edwards, State Street, Neiman Marcus, Filene’s, Macy’s, Beth Israel Hospital, Roxbury Public Defenders, Harvard Pilgrim, Tac Staffing , Formerly on the Board at Dimock Community Health Center, Volunteer: New England Law Office. 202-400-2562
- 3. AGENDA Who is in the room? Gate Keeping Strategies Determine Which People and Organizations are Priority Resolve Issues That Arise From Demanding People Confidentiality in Handling Phone Calls and Documents Techniques for Assisting Multiple Bosses Assessing Working Styles Tracking Everyone’s Time Negotiating Conflicting Schedules Q & A with Open Forum Recap
- 4. It would be great to know who is in the room? If a few people could share with us: 1. First Name 2. Which industry do you work? For example. Technology, Medical, Education, Retail etc. 3. How many people do you assist? 4. How long have you worked in the administrative sector? 5. Why are you here? 6. What are you expectations?
- 7. 1. Establish some ground rules 2. Trust your gut 3. Don’t make assumptions 4. Be aware of the gate crashers
- 9. 1. Remain calm 2. Be respectful, don’t patronize 3. Stay focused 4. Listen and ask am I hearing you say?
- 11. 1. Take inventory 2. Work with IT 3. Snail mail 4. Evaluate Credentials 5. Be discreet 6. Keep files organized
- 12. INSTRUCTIONS: 1. Groups of 3 2. Each member chooses a category Determining Which People and Organizations Are Priority Resolve Issues That Arise From Demanding People Confidentiality in Handling Phone Calls and Documents 3. Then each member will share their personal experience in that particular area, along with one survival tip that has caused them to be successful in that area TIME ALLOTED 10 MINUTES……. “Regular brainstorming is as critical to an organization as regular exercise is to your health. It creates a responsive innovative culture.” Tom Kelley, Author of the best-seller The Art of Innovation Time to generate ideas from the experts, which is YOU!
- 13. Let’s Recap....
- 14. GOAL: On your break introduce yourself to one new person and exchange contact information. TIME FOR A 15 MINUTE BREAK BREAK
- 15. Techniques for Assisting Multiple Bosses
- 16. Technique for Assisting Multiple Bosses #1
- 17. #1. Know thyself ~ first! Self Assessment Feedback from peers Myers Briggs (MBTI) | Jung (next slide illustration)
- 18. Components of Psychological Type | MBTI ENERGY Introversion Think it through Extroversion Talk it out INFORMATIONSensing Specifics INtuition The Big Picture DECISIONS/CONFLICTThinking Logical Implications Feeling Impact on People CLOSUREJudging Joy of Closure Perceiving Joy of Processing www.theyouthcareercoach.com
- 19. By Michael Leimbach, Ph. D., Vice President of Research and Design ”The more I learn about myself, the more I am able to understand others, the more I am able to bridge the gap between us.” http://wilsonlearning-americas.com
- 20. #2. Know their work habits #3. Know their schedule #4. Pay attention to the little things
- 21. #5 Final step in Assessing Working Styles
- 23. Analyze patters and characteristics Determine the style of others Assess your own style Plan to accommodate others’ needs Treat others as they want to be treated ADAPT this is the key to assessing working styles as an Administrative Professional!
- 24. Technique for Assisting Multiple Bosses #2
- 25. 1. Advance Planning 2. Carbon Copy Message Pads 3. Outlook 4. Set Reminders 5. Sync Calendars 6. Obtain Calendar Share Permission with colleagues
- 26. Let’s recap…..
- 27. Technique for Assisting Multiple Bosses #3
- 28. 1. Create a system 2. Know the priorities for you & the boss 3. Always ask for dates of desired completion 4. Ask if this project is tied to another 5. Ask to delegate to a colleague or intern 6. Keep files & records 7. Consult your boss with a solution
- 29. Concluding with Case Studies
- 30. Let’s select a case study to discuss. How do I get other people to submit time sensitive information on time? I have deadlines and when I have not received their information it puts me behind. I've done meeting reminders and it still does not help. ~Case Study # 1 What does one do to match the work style of a manager that is a procrastinator? ~ Case Study #2 My boss is able to keep five things going on in his mind at one time. We may be talking about one subject and he tasks me with something then five minutes later he’s asking questions. I assume it's on the same topic and often times its on a totally unrelated topic. How do I let him know we aren't on the same page? ~ Case Study # 3 I often am the "Go to" person for others in our office that I do not support. It often disrupts my schedule making it difficult to accomplish the things I need to do for my direct manager. Our office environment is open, so I can't close my door. How would you recommend I handle the others that are coming to me with questions or needing information? ~ Case Study #4
- 31. CASE STUDY # 1 How do I get other people to submit time sensitive information on time? I have deadlines and when I have not received their information it puts me behind. I've done meeting reminders and it still does not help. It sounds like they feel no sense of urgency to comply. Are there any consequences for not complying ( i.e. name is listed publicly, boss is sent at e-mail, etc)? Do they understand the critical importance of providing it? If not, they will tend to see the task as a low priority and act accordingly. I suggest you talk to the late responders and find out what is preventing them for meeting these deadlines. Be prepared to make a persuasive case and emphasize their critical role in the outcome. Ask how you can support them. As a backup, ask your boss to send out a strong statement clarifying your role and emphasizing compliance with these deadlines.
- 32. CASE STUDY #2 What does one do to match a manager that is a procrastinator? You can use this info to your advantage. If his/her procrastination is causing a problem for you by last minute requests let him/her know you need more lead time. Prepare a calendar of due dates and use this as a guide to keep him/her on track in advance of deadlines. This is true quadrant 2 activity (highly important and low urgency) that will keep you from living in quadrant I (highly important and high urgency).
- 33. CASE STUDY # 3 My Boss is able to keep five things on in his mind at one time. We may be talking about one subject and he tasks me with something then five minutes later he’s asking questions. I assume it's on the same topic and often times its on a totally unrelated topic. How do I let him know we aren't on the same page? This sounds like a style difference. You have learned that assuming you are on the same topic doesn't work. Ask her/him what topic he/she is addressing when you are not sure. In your regular meetings take the time to offer her/him feedback about this behavior. We all have blindspots. Unless her/he is first aware of his behavior, she/he has little incentive to change. Try the "AEIOU" approach to bring up your request in a nonthreatening way. Here is an example of what it might sound like: Acknowledge— " I know you have lots of ideas and topics to share with me" Express— " I want to make sure I support you in the best way possible. In our conversations, it is often hard for me to know when you have switched topics." Identify (your proposal)—It would be easier if you could let me know when you have changed and switched to a new subject. Outcome(benefits)—I believe this will help me to stay on task as we plan together. Understanding—How does this sound?
- 34. CASE STUDY #4 I often am the "Go to" person for others in our office that I do not support. It often disrupts my schedule making it difficult to accomplish the things I need to do for my direct manager. Our office environment is open, so I can't close my door. How would you recommend I handle the others that are coming to me with questions or needing information? Being the "Go To" person is a mixed blessing as you have discovered. While you gain visibility and help others your real work can suffer. Some suggestions: try facing your chair away from the line of sight. Using headphones or a phone headset can also send a message that you are busy and people will seek answers elsewhere. Preparing a sheet of facts that you send out can prevent some questions and sending people to others for answers can help. Though it may be against your nature, you have to start protecting your time or the important work for your boss will not get done and then you will need your own go to person.
- 35. Analyze patters and characteristics Determine the style of others Assess your own style Plan to accommodate others’ needs Treat others as they want to be treated ADAPT this is the key to assessing working styles as an Administrative Professional!
- 36. NATASCHA F. SAUNDERS Certified Professional Career Coach linkedin.com/in/nataschasaunders facebook.com/natascha.saunders twitter.com/TaschaSaunders youtube.com/nataschasaunders
- 37. Sources: General websites: Desk Demon http://us.deskdemon.com/pages/us/indexus The Effective Admin (www.theEffectiveAdmin.com) Administrative Resource Links http://www.officedynamics.com/FreeStuff/FreeSt uff/ResourceLinks.aspx AAR http://www.administrativeassistantresource.com/ American Society of Administrative Professionals http://www.asaporg.com/ Admin Secret by Monster.com http://adminsecret.monster.com Educational Resources http://www.admin-ezine.com/ The Admin Chronicles: http://www.adminchronicles.typepad.com/ Blogs: An Executive Assistant’s Blog http://bhavanakumar.com/ Associations: The Association for Healthcare Administrative Professionals http://www.ahcap.org/ The Association of Executive and Administrative Professionals http://www.theaeap.com/ International Association of Administrative Professionals http://www.iaap-hq.org/ American Society of Administrative Professionals http://www.asaporg.com/ Education Services: www.lorman.com
Editor's Notes
- I have some experience with online learning
- Along with all that administrative professionals have on their plates let’s add gatekeeping to the mix. We all know administrative professionals are the one’s who hold the power. As a career coach I often tell my clients that your interview doesn’t start when you sit in that chair and the manager asks you to tell them about yourself. It starts when you walk through that door and you greet the administrative professional behind that desk. They have the power to tell management how you acted when you walked through the door. When most of us think of the word gate, we think of a barrier that needs to be moved in order to enter. There are many fundamental parts to gatekeeping but for today’s seminar we will focus on: determining who is priority, resolving issues that arise, confidentiality, assessing our bosses working styles, tracking time and negotiating conflicting schedules. These forthcoming ideas are simple, direct and to the point. Personally, I believe being direct and the *KISS method are always best.
- Administrative professionals needs to know what information the boss wants, when they want it, in what order and how they want to receive it. In addition, what information do they not care about knowing. Establish some ground rules by asking – request a sit down meeting at the beginning of taking a new job. Or set up regular meetings perhaps first thing in the morning. Trust your gut – always trust your instinct. If someone seems suspicious or shady, believe it. It is always your job to manage the flow of information to and from the office. Don’t make assumptions – if you are not 100% on where this person stands on the radar than ask. *When working with my staff – I have a VIP list. This is list has names that are to get through to me or see me regardless of what I’m doing. Perhaps this would be a helpful idea for your boss. Be aware of the gate crashers – they are inevitable no matter what! Whether they are telemarketers, or stalkers don’t succumb to the flattery. Ideas in this regard: be wary of the same company calling but asking for different people at all levels in the company, be wary if they say that you can make the decision, be wary if they are overly persistent with calls, emails and letters and lastly be wary if the caller tries to ask over the top/complicated questions and then says that’s why they must speak with your boss.
- A professional will know how to conduct himself or herself during the exchange in order to ensure the person on the line feels as if they are receiving the appropriate amount of attention and being treated with respect. Rude or blatant gatekeeping can often rankle people’s nerves. Therefore, it’s important to maintain a clear, firm and respectful tone. For example, consider using the phrase, May I tell Mr. Boss who is calling? Versus Who is this? Speak from your throat, not your nose. Remember Fran Drescher’s voice in The Nanny? Now we all can’t control the voice we’ve been given but we can practice how we use the voice. In addition, I’ve often shared a trick of keeping a mirror by the phone. At times it’s good to look in the mirror when you need to be sure you sound happy on the phone which can come through by smiling. However, when you need to have a stern voice, you don’t want to smile. Give an example of polite phrases to use while speaking to someone.
- Administrative professionals always screen calls coming into the office. In many cases, this also includes not just hard copy documents but email communication. Take inventory with your boss – What is private? What is highly confidential? *Example. I worked in financial services and assisted 6 stock brokers, 1 operations manager, 1 VP and 1 Branch Manager. In this case money, and trades were very important. We did a lot of estate planning and how much information was allowed to go to the executrix? These are questions you must ask. Work with IT – this is a step most people do not take. As the overseer of communications, it would be in your best interest to work with the IT department to see if all appropriate guards are in place. For example, I’m at MIT now and we are not allowed to use our window panes in our emails. This was a first for me but on their end they believe and have evidence that more computer viruses are transferred that way. Snail mail – think about when you are home and you get mail that has a stamp on it and it’s nothing but a supposed check from a car dealership. A variety of methods are used in this regard – so set up mechanism with your boss to determine are you able to open all mail and make the decision on if it’s important or should they do that. Evaluate Credentials – by asking them questions! Call screening strategies are crucial. It’s not longer acceptable to ask who is calling. However, now it includes: Why do they need this information? And if they get upset just let them know your boss requests this information of all callers so we can ensure you receive the information you need in a timely manner. It’s at this point that humor and letting them know their call is appreciated would go a long way. Be discreet with any information – as gatekeepers we must determine what kind of information can be shared. Does a stranger need to know your boss is not in or when they will be back? Keep files organized – any ideas from the audience on how you manage this? I recall working for medical records for Harvard Pilgrim. You can not get any more confidential than that. We all can agree that leaving files on our desks unattended, is not to be done ever. We must look at our files as our livelihood. We must remember that our neighbors information is our hands and vice versa. And as for documents, just remember that 5 minute coffee break is more than enough time for someone to grab a document. Lastly, if you can help it do not take any files home. There have been more cases where files were left on busses and trains. In summary, protocols for handing difficult people, how much information should be shared and to whom can be established together with your boss, any other members of your team in a face to face meeting.
- Gatekeeping: Determining Which People and Organizations Are Priority Resolving Issues that arise from Demanding People Confidentiality in Handling Phone Calls and Documents
- Let’s begin with you! Know thyself ~ first! Know what you can do. Know how you like to work. Know how you like to stay organized. For example: Christine – every day over my shoulder. I couldn’t take it any longer. So I reversed it and as soon as she walked in her office and took her coat off I was at her desk. She looked at me a little funny and I just smiled but then I asked her for a morning meeting every day for 10 minutes to outline what should would like accomplished that day and how she was feeling about her day. The Myers-Briggs Type Indicator (MBTI) provides insight into your own personal work style and is designed to help you to understand how to work more productively with other people. Free http://www.humanmetrics.com/cgi-win/JTypes2.asp ~ strengths of preferences and the description of your personality type. It would be okay to ask your boss if they’ve take a test such as this which really only takes 10 mins and can tell you a lot about their personality. Note: "It's not a test." “It's an indicator, a tool for helping people understand who they are and identifying their primary sources of energy.“ Personality type affects all our interactions with others
- 18
- We are going to spend a good amount of time on Assessing the Working Styles of our bosses. Does anyone know what I mean about working style? The basics…. Know their work habits, Know their schedule, Pay attention to the little things, Where do they place things in their office, Color coded for messages, *Can someone offer an example? *My former VP habits: Wall Street Journal, yesterday’s market close, a few stock he had to know, biggest clients portfolio values, bow tie, etc.
- David Merrill and Roger Reid's work on the four personal style. Motivation in the Workplace: Different Types of Motivation Theories. Others have followed suit such as: Wilson Learning’s social style model defines four primary communication styles – Driver, Expressive, Amiable, and Analytical. John Geier built on Marston's work and developed the DiSC® instrument. ... long string of frameworks and instruments that described the social styles of people. Analytical: wants to be right, distant, formal, logical, conservative, information gathering to the point of indecisive Driving: wants to be in control, impersonal, results oriented, demanding, factual, impatient, focus on efficiency, get to the point, can feel threatening to others Amiable: wants to be sure, low risk, supportive, agreeable, careful, needs to build trust, may seem easily influenced because they don’t want to create discord Expressive: wants to be recognized, stimulating, unstructured, outgoing, enthusiastic, impulsive, need a lot going on to keep their attention Source: http://wilsonlearning-americas.com/index.php/agency/versatile_communication/wilsonlearning
- **ACTION**: Let’s take a few minutes and I’d like you to determine which of these styles does your boss fit into? Then list one pro about him or her and a con about him or her.
- In all of the ways to assess styles, determining priorities, dealing with demanding people etc. I believe it can all be summed up in thinking of the word Adapt! Source: Trigon Systems Consultants, Australia, http://www.trigon-consultancy.com/ Now let’s move forward into Tracking Everyone’s Time….
- Time management is the art of arranging, organizing, scheduling, and budgeting one’s time for the purpose of generating more effective work and productivity. An important aspect of time management is planning ahead. Sometimes, successful time management involves putting in more time at the outset in order to reorganize one’s life. Quote: “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” Abraham Lincoln Read more at http://www.brainyquote.com/ Story: I can remember working for MCI World Com with over a switch board with endless phone lines. I also can recall assisting 6 stock brokers at one time and with all different schedules for appointments, messages and to do’s. What worked for me was carbon copy message pads, outlook, setting reminders, sync calendars with others for permission to at least view etc. ASK: What has worked for some of you?
- Gatekeeping: Determining Which People and Organizations Are Priority Resolving Issues that arise from Demanding People Confidentiality in Handling Phone Calls and Documents Techniques for Assessing Multiple Bosses: Assessing Working Styles Tracking Everyone’s Time Move into ‘Negotiating Conflicting Schedules and Priorities’ briefly but then get right into the wrap up which will do with the cases
- Conflicting schedules can me amongst management, amongst you and your boss or clients. This is a time when after you’ve obtained all the facts you may trust your gut to make the best decision. There may be a time when your boss has been invited to two luncheon meetings. Or perhaps you double booked something because you took the message down on the phone but didn’t input it in outlook. Some simple steps to negotiating include:
- Source: http://www.amanet.org/training/webcasts/Mastering-the-Art-of-Working-for-Multiple-Bosses.aspx
- Source: http://www.amanet.org/training/webcasts/Mastering-the-Art-of-Working-for-Multiple-Bosses.aspx
- Source: http://www.amanet.org/training/webcasts/Mastering-the-Art-of-Working-for-Multiple-Bosses.aspx
- Source: http://www.amanet.org/training/webcasts/Mastering-the-Art-of-Working-for-Multiple-Bosses.aspx
- Source: Trigon Systems Consultants, Australia, http://www.trigon-consultancy.com/