The Who, What, When, Where, How of Growth Plans

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I love this time of year, mostly because it’s the turning of the page, a fresh start. Blank calendars, blank notebooks – they scream of possibility and opportunity. This year, rather than simply outlining my goals for the year, I decided to be more purposeful and create a growth plan.

Now, goals are great. Without them you really have no direction or focus throughout the year. I’ve definitely got goals (in business and in my personal life), that’s the starting point. Goals are the target. Growth plans are how you become the person you need to be in order to hit them. Traveling to Paris is a goal. Building up the confidence (and letting go of your ego) in order to invite your mother (who you haven’t spoken to in over a year) on this trip of a lifetime (and perhaps going to some family therapy first), is the growth plan.

Business growth plans are a strategic planning activity that enable businesses leaders to plan and track growth while allocating limited resources towards specific business objectives. If you aren’t doing this in your business or for (or with) your Executive and leadership team, you should be. It’s a great exercise to purposefully plan to succeed now and in the future.

You’ve likely heard of growth plans in business. But what about personal growth plans? How many of us are doing this in our personal life? A personal growth plan is a strategic planning activity that enables you to plan and track your growth while allocating limited resources towards specific personal goals. What we focus on expands. Are you putting intention behind the activities you are filling your 2019 calendar with? Are you all over the place with goals and have pages of things you want to do someday? That’s not going to cut it. Time and attention are limited resources. In order to grow, you must purposefully choose conferences, books, coaches, and more, to get you where you want to go. That’s what a personal growth plan is all about.

The first step to creating a growth plan is determining your overall goals for the year. Here are a few of mine:

  • Write 1-2 books with Adam
  • Get my real estate license
  • Read 52 books
  • Pay off all non-mortgage debt, max out my Roth IRA, and start looking for our first investment property
  • Lose weight for good and maintain new lifestyle
  • Travel to North Carolina monthly
  • Attend Muster or Sheepdog Response

Once you have your big goals for the year outlined, get a bit more specific. The goals are the WHAT you’re going to accomplish. You need to drill down on the WHO. And the who is you. Who do you need to become and what areas do you need to improve on in your life to hit these goals? What do you want to learn? What skills do you need to hone? Do you want to work on your follow-though, your public speaking skills, your spirituality, or your 5K time? For me, I want to work on my financial knowledge, my leadership skills, my overall health and fitness, and overcoming my fear of judgement and overthinking in order to take more action!

After you are clear on what you want to work on, the next step is breaking that down into actionable and measurable steps. For example, I want to write and create more. That is incredibly abstract and easy to dismiss and push to next week or next year. So, what does writing and creating more actually mean? How do I want to realize that growth? Through my blog. Taking that once step further, I plan on writing one blog post a week in 2019, for a total of 52 blog posts. That is an aggressive goal for me, but that’s what growth is all about. Testing our limits and seeing what we are capable of. Publicly proclaiming your intention helps with accountability too.

Below is an example of my personal growth plan for 2019. I have divided my growth plan into two main categories: Learn and Act. I could get lost in learning, if I don’t purposely design ways to take action on what I learn. All of these items are designed to help me get out of my comfort zone, to do hard things, and to push me beyond what I thought I was capable of.

LEARN:

  • Quantum Leap (January 24)
  • Inman Connect in NYC (January 28 – February 1)
  • Keller Williams Family Reunion in New Orleans (February 15-19)
  • Behind Every Leader in Austin (May 3)
  • Career Visioning
  • 306090 & Success Through Others
  • Muster or Sheepdog Response
  • Chief of Staff Mastermind
  • Randy Mayhew School of Real Estate
  • Read 52 books (2019 reading list coming next week!)

ACT:

  • Launch http://www.TheSheepdogLife.com
  • 52 Lead & Assist blog posts
  • Host one webinar each quarter
  • Host Lead & Assist 4 week webinar series
  • Coach two clients
  • Lead and engage with Reading is Sexy monthly book club
  • Workout a minimum of 5 times a week

I’m still working on adding in some conferences as dates are announced, finalizing my 2019 reading list, and creating a content calendar for my blog.  But the framework is there. I not only have a goal of growing my leadership skills (through education and by coaching/training others), increasing my financial acumen (through books and courses), and become a more well-rounded individual through experiences (traveling and creating), but I have specific actions I am going to take to get there.

Once you have your growth plan outlined, it’s time to take that list and add all events, vacations, and deadlines to your calendar. When it’s scheduled, it’s real. Pro tip: If going on vacation(s) this year is important to you, then even if you don’t have the entire trip planned, at least block off the dates in your calendar. It will give you something to look forward to and it will help push you on your other goals to make it happen.

Let’s recap how to create a growth plan:

  1. Outline your 2019 goals (WHAT)
  2. Translate your goals into specific areas for improvement and growth (WHO)
  3. Create actionable and measurable steps for your growth (HOW)
  4. Schedule all events, deadlines, vacations, etc. in your calendar (WHEN & WHERE)
  5. Grow!

If you take the time to plan out your year in advance in detail, with deadlines, success is inevitable. Almost… There is one caveat to all of this. You have to do the work. When it’s 5am and your alarm goes off, you have to put on your lulus and hit the gym. You need to block off two hours each week to write your blog post. You need to put your phone away at X time each night to spend time with your kids. You need to save a percent of your income each week in a travel fund. It is the small daily habits and activities that will ultimately dictate your success.

Your growth plan is not a one and done activity. This is something I would recommend you revisit each week during your Sunday planning time. What do you need to adjust on your calendar in the week ahead in order to hit your growth goals? Do you need to double down on your workouts or writing time? Who or what do you need to say no to or eliminate from your day, week, or life? Harsh? Perhaps. But this is your life. The second you let someone else start dictating what is right, what is important, what you should or shouldn’t do, is the second you are no longer living your own life.

Creating a growth plan is all about you. Be selfish with your growth and with your time. Ultimately, by become the best version of yourself, you are able to give the best of yourself to others. Who can argue with that?

Share your 2019 growth plan in the comments!

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Confessions of a Recovering Workaholic

 

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I’ve thought about how to write this post for far too long. At this time last year, I had just given my notice to Adam and told him that I would be leaving Adam Hergenrother Companies as of December 31, 2017. It was a decision that was not made lightly. It also didn’t last very long. By February 2018, I was back. In October of this year, I celebrated my eight year anniversary working with Adam. So much can happen in just one year.

Earlier this week, I posted briefly about that experience, which inevitably sparked a lot of messages and questions. hallie_2018

It was exactly the push I needed to write about it. I hesitated in the past, not because I didn’t want to share my story, but rather because I didn’t have any great answers. It’s taken quite a bit of reflection to be able to really articulate my thought process during that time. Here’s the long and short of it. I love my career. I love being a Chief of Staff. I love the company I work for. I love our team. I love our culture. I love the opportunities that are available to me. And I love being able to work alongside Adam every day. I was also burned out and had been operating like that for so long, I didn’t know any other way to “escape” from it other than to cut ties completely.

This is no one’s fault but my own. I am a work horse (perhaps more aptly, a stubborn mule). Head down. Blinders on. I was going to get done whatever needed to get done, no matter what. I did not ask for help. I did not wave a white flag. I just kept pushing forward.

I am a recovering workaholic. We actually talk about that concept at the office quite a bit. I would generally prefer to work with “workaholics” rather than those who are on the quest for work-life balance. Personally, I think work-life balance is bullshit. I don’t play in the middle well. So, at the other extreme is workaholism, right?

Well, let’s look at the actual definition of workaholic. A workaholic is defined as someone who compulsively works hard and long hours. I’m all for working hard. And as an Executive Assistant, and then Chief of Staff, long hours are a given. No problem. It’s the compulsively part that became an issue for me. I was living in fear that if I slowed down or took my eye off of work for just a minute, I would lose what I had worked so hard to attain. Success. Sigh. I was holding on for dear life to something that wasn’t sustainable and my relationships, health, and happiness began to suffer.

At the end of 2017, we hired an amazing Executive Assistant to help both me and Adam with the work load and we quickly got to work redistributing responsibilities. I was drowning. Amy was my lifeboat. I finally felt like I could breathe. I am fiercely loyal and would never have left Adam, the company, or his family without the support they needed. Within a month or so of Amy joining our team, I think I felt comfortable leaving because I knew Adam and the company would be taken care of.

Hindsight is 20/20. I didn’t actually need to leave the company. What I really needed was a sabbatical or extended vacation. Within about three weeks of leaving Adam Hergenrother Companies, I was questioning my decision and ready to be back in on the action. I missed the growth. I missed being pushed. I missed solving problems every day. I missed working alongside Adam to build a business. Could I have pushed through and continued to pursue my coaching and consulting opportunities? Absolutely. Would I have been successful? I wouldn’t have had it any other way. Would I have been as fulfilled as I am working as Chief of Staff? Nope. When I created this role for myself five years ago, I knew then, and I know now, that it is the position that I am meant to be in. My greatest fulfillment comes from aligning myself with a dynamic and driven leader and helping him or her succeed.

I’m am grateful that Adam answered my text that fateful January day and scheduled a meeting with me two days later. The reality is, I never really stopped working with Adam. Sure, I was no longer next to the corner office as Chief of Staff, but I was working on several writing projects with Adam and was still coaching though Adam Hergenrother Training. That wasn’t good enough for me. I wanted back in the inner circle. After several hours of discussion about rejoining the team (and in what capacity), Adam and I decided that I would resume my position as Chief of Staff. It’s exactly where I wanted to be. Same position. Same company. Totally different me.

I had a complete mindset shift and it truly changed my life.

The biggest shift was my conscious decision to put myself (which included my personal relationships) before work and let go of the outcome or consequences of doing so. I had to break a seven year long habit of saying yes to work fist. But I was determined. As I mentioned before, I was holding on so tightly to my career and identity as Adam’s Chief of Staff, it left little, to no, room for anything else. I had become one-dimensional, uninspired (and uninspiring), and ultimately, unfulfilled. I had to let go and allow other aspects of me to shine through. In doing so, I had the best year of my life. How’s that for an endorsement for self-care and work-life integration? Not only was I holding myself back from living a full life and realizing my potential, I was holding the company back (which was exactly the opposite of what I wanted to do)! By not taking care of myself, by not having a clear mind, by operating at maximum [self-imposed] stress, and by not leveraging, I was not being the best leader I could be.

So, what activities or behaviors changed? Well, it’s sounds so simple, that I can’t help but laugh. When you’re in it, you’re in it, and can’t see the forest for the trees, am I right? Essentially, I said “yes” to life again. I said yes to date nights and let a project at work wait until the next day. I said yes to visiting our in-laws instead of working on a Saturday. I said yes to wine on the back deck and left my phone in the house. I said yes to long weekends and more travel instead of sitting at home reading yet another business book. I said yes to morning workouts instead of trying to get to the office first. Those were all things that got me to a certain point in my career, and I will never regret them. And it was time for a new chapter for my life and career.

As force multipliers (Executive Assistants and Chiefs of Staff), our work is so closely aligned with our leader’s role and responsibilities, it can be easy to forget who you are without them. While coaching and training force multipliers now, I hope to help them learn from my mistakes and put systems and strategies in place to both build a thriving career and not lose themselves along the way. I wholeheartedly believe in the grind, but there have to be rest and recovery periods. I forgot that very crucial step until year seven. Lesson learned.

My chapter as Adam’s Chief of Staff is not over. We have so much more to accomplish together. As “just Hallie” I have a lot more to do too.

 

 

 

 

 

How an Executive Assistant Force Multiplies Their Leader’s 20%

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ORIGINALLY PUBLISHED ON WWW.HERGLIFE.COM ON AUGUST 13, 2018 

Last week I talked to two very successful Entrepreneurs who both expressed interest in hiring an Executive Assistant (EA). Smart move. An EA can work wonders for a busy Entrepreneur. However, both business leaders were unsure exactly what this person would do. Fair enough. The Executive Assistant role is one of the least understood positions, in part because it encompasses so many different responsibilities and can differ greatly depending on the industry or Executive/Entrepreneur. My husband doesn’t even fully understand what I do (and I talk about my work a lot).

In the past five years or so, I have seen significant improvements in both the perception of the position and the training available for this career. Yes, executive support and administration is a career. One, I was happy to discover, that was actually very fulfilling and lucrative, because it was made for me (a Type-A, overachieving, organized, detail-oriented, intrapreneurial leader).

SO, WHAT DO EXECUTIVE ASSISTANTS DO? WHATEVER IT TAKES.

Executive Assistants are the ultimate force multipliers and project managers. Their project just happens to be their Executive. From purchasing unique gifts for a business associate, to managing internal and external communication, to preparing speeches, to reorganizing staff roles, to managing social media, to creating business plans, and everything in between, we’ve got it covered. Executive Assistants are problem solvers and fixers. They are some of the most resourceful and connected individuals in your organization. If you have a challenge, bring it to your nearest EA, and I guarantee they will have a solution for you by the end of the day. Executive Assistants are leaders and seeing them as anything else is a complete underestimation of their ability and a disservice to you.

The Executive Assistant position is even more unique when you’re talking about working with a Founder, Entrepreneur, or public figure. Earlier this year, I attended a retreat just outside of Seattle where Monique Helstrom, Chief of Simon Sinek (i.e. Executive Assistant to, and Producer of, Simon), was a guest speaker. She was explaining a bit about her position and told us that she recently was talking to Brene Brown’s Executive Assistant about their respective roles. While, in theory, they are in the same industry (EAs to very prominent authors and public speakers) Monique said their roles were completely different. I think that is perfect illustration of why the role is so hard to define in any real specifics. A job description for Simon’s EA, Adam’s EA, or Elon Musk’s EA could all be very different. The Executive Assistant position varies so significantly depending on what industry you work in, how established the organization is, and the personality and behavior of your Executive.

Last summer, Adam published a blog called The 3 Most Important Things a Leader Must Do. They were:

  1. Casting the vision
  2. Providing focus, clarity, and direction for the team
  3. Removing roadblocks

That is a Leader’s (an Executive’s) 20%. Clear and concise. Well, what about an EA’s 20%? It tends to get a bit murky, but I think this sums it up:

An Executive Assistant’s 20% is ensuring the objectives, goals, and vision of the Executive are executed.

So, in theory, the Executive Assistant’s 20% is the Entrepreneur’s bottom 80%, right? An EA handles all the miscellaneous responsibilities, tasks, and administrative duties that allow an Executive to stay focused on leadership, strategy, and communication. But we all know EAs aren’t just going to focus on the 80%, part of their job is helping their Executive manage their 20%.

Adam has a really great analogy for this concept, that I like to call the 0-10 Principle. As a visionary, Adam has brilliant ideas on the daily. They may not be completely fleshed out, but he has the spark and then sees the end result crystal clear. It is my responsibility to take that idea from a 2 to a 9, bring the idea/project back to him so he can do his final finessing to bring it to a 10. Here’s what that looks like in practice. Adam wants to create an inspirational speaker series that raises funds for his Foundation. Great! That’s at about a 2. I will then take that idea, gather the necessary people, create a timeline, budget, put together a marketing plan, interview speakers, plan the event, and come back to Adam with a final plan, including the speaker line-up. He will offer additional insight, perhaps tweak the speaker order, and come up with an overarching theme for the night. Now we’ve got a 10.

That is how Executive Assistants help their leaders with their 20%. You can apply the concept to almost every aspect of your Executive’s 20%, from drafting a letter to include in the company’s annual report, to revamping their blog, to preparing for a quarterly offsite leadership meeting, to planning a 40th birthday trip for their brother. An Executive Assistant manages the people, details, timelines, etc. to make an idea come to life. This can happen on a large scale like helping them write a book or on a smaller scale like choosing the perfect anniversary gift for their wife. Let’s break this down even further and look at how an EA helps their Executive with their 20%:

FORCE MULTIPLY THE VISION. Communicating the vision is perhaps the most critical component of an Executive’s job. Casting the vision wide and often through strategic communication and branding initiatives generates new business, attracts talent, and boosts employee engagement. Branding and casting the vision go hand in hand.

  1. Schedule regular company updates. These can be in the form of Town Halls, a Letter from the CEO in the annual report, daily blog posts, quarterly video announcements, weekly emails, monthly company meetings, etc. What matters here is that there is a cadence to the communication and that the leader is casting the vision and keeping the team updated and informed regularly. It is the EAs responsibility to schedule these, make sure the cadence is kept and to even prep these letters, meetings, video content, etc. Make sure the CEO’s vision is heard often!
  2. Along with their marketing or brand strategy teams, EAs must specifically reviewing their Executive’s social media regularly to ensure the messaging is in line with the company’s mission and their Executive’s vision. Once the brand is established, EAs must protect it and ensure the messaging is consistent across all channels. How an Executive shows up at church, needs to be the same way he/she shows up on YouTube.
  3. EAs are in a unique position to pitch their Executive for interviews on blogs, national media publications, podcasts, radio shows, etc. They know their Executive’s story, they know their language and how they would answer questions. Submit for awards and as many media mentions as it make sense. EAs are able to craft the message that their Executive wants to be heard, and usually these opportunities lead to even bigger opportunities. Don’t be afraid to start small and build up the brand presence.
  4. EAs can help their Executives write a weekly blog or do a weekly YouTube or Instagram show. The key is consistently delivering the vision and positioning their Executive as a thought leader in his/her industry.

FORCE MULTIPLY COMMUNICATION. Casting the vision means communication with both internal and external stakeholders, so how can an EA enhance these activities to maximize the leader’s reach?

  1. Listen on calls and participate in meetings to listen for anything that their Executive says will be done, delivered, or followed up on. Does their Executive say he’ll make an introduction or get the name of a book to someone? It is an EAs job to ensure that promises made are promises kept.
  2. Managing internal and external relationships is critical. Maintaining a database that houses important, and sometimes seemingly irrelevant, information about people can be a lifesaver. This can be family members, employees, candidates, vendors, community members, former employees, competitors, business leaders, etc. As the EA and their Executive meet with people and conduct research or meeting prep, store any details about the meeting or the individual. Set reminders for anniversaries, birthdays, or important life milestones. I recommend using an inexpensive CRM so you can set tasks and follow-up reminders so you don’t miss an important date. Create a VIP list of people that the Executive wants to either maintain or create a relationship with. Then set up Google alerts that keep you in tune with what these people are doing, awards their company’s receive, etc. It’s a perfect opportunity for the EA to remind their Executive to reach out, call, email, or send a hand-written note. Executive’s will run into these players at conferences or networking and social events. Keep this information handy so it can be pulled out and given to the Executive as a quick refresher before they go to a community event so they don’t forget to congratulate a potential business partner on their recent merger.
  3. The art of the handwritten note is not dead! Incorporate handwritten notes into the correspondence with an Executive’s VIP list. It could be one of the most impactful ways to maximize an Executive’s reach and build relationships. Whether that is thanking someone for coming in to meet with their Executive, or congratulating a competitor on building a new office, handwritten notes get noticed. Pop a business card in there (because not everyone can interpret the Executive’s handwriting and signature like an EA can). To really maximize this, EAs should write thank yous and general notes to vendors or the concierge who went above and beyond helping them book a massage for their Executive when he arrived at his hotel. The more relationships that an EA is able to create will only help them help their Executive. And you never know when a kind word or just knowing the name of the right person at a restaurant will come in handy. Provide value, expecting nothing in return, and it will be returned tenfold.
  4. If an EA travels with their Executive for speaking engagements or hosts training events where their Executive is the keynote presenter, they must pay attention to the audience. What content is resonating? What content could be removed for the next training event? After the event they can update and refresh the Executive’s content accordingly. EAs are the eyes and ears while their Executive is presenting. Watch the room. Who is fully engaged and asking questions? Who is leaving the room every five minutes? Is there talent in the room? After the presentation (especially if it is a day-long event) their Executive is going to be fried, and may need to catch a flight home, and yet everyone is going to want to talk to him. Often an Executive will have a line of people who want to thank him or ask questions. The EA should position herself/himself near their Executive to take business cards, take notes on who to follow-up with, answer questions, or take photos. And perhaps most importantly, to grab their Executive and steer him towards the exit so he doesn’t miss his Uber!

FORCE MULTIPLY FOCUS, CLARITY, AND DIRECTION. This is all about leading and managing up so the Executive is making the right decisions, has the right meetings on his calendar, and is in relationship with the right people in order to achieve the company’s objectives. If one of the Executive’s primary goals is to ensure the team is on track and focused on what must be done that day, week, or month, then that’s the Executive Assistant’s goal too.

  1. When an EA is scheduling or drafting regular communication for their Executive make sure the message is clear and ties back in specific tasks that keep everyone focused.
  2. During key leadership meetings, note all action items and follow up accordingly. If no action items are clear, do not leave the meeting without everyone agreeing to what the next best steps are or what the course of action is and who is doing what.
  3. Perhaps most importantly, when the Executive is getting hit from multiple angles or when they start chasing a shiny object, remind them of what is important and what the team had agreed to focus on that quarter. Entrepreneurs are visionaries and will have endless ideas. Make note of them and if they aren’t part of the overall goals, table them for now. If the Executive asks about them twice, then it’s time to bring them to the forefront and get their buy-in that they should be moved to the 20% for both the Executive and EA to tackle.

FORCE MULTIPLY REMOVING ROADBLOCKS. Once the vision is cast and everyone is clear on what they need to focus on for success, help the team get there!

  1. Research tools and provide cost/benefit analysis to the Executive so they can make the best decision for the team.
  2. Make sure the Executive is regularly available for impromptu meetings. While EAs are often the gatekeeper, do not block access to the “throne”. Schedule in time for the Executive to walk around and check in with people. Do no over schedule them so much that they are not available for a quick question that if unanswered could hold up a project for days.
  3. Be the eyes and ears for the Executive and bring the challenges and solutions to him of issues that if not nipped in the bud could fester and create organizational issues. This could be employee morale, inefficiencies in staffing, or a clunky system. Speak up and help find a solution so everyone can keep moving forward.

An Executive’s 20% is also an Executive Assistant’s 20%. They may complete different tasks to get there, but they are still a part of making it happen. Own it.

Regardless of the exact responsibilities Executive Assistants have, I haven’t met individuals who work harder to accomplish a mission. While I am no longer Adam’s Executive Assistant (I passed the torch to our amazing EA, Amy, last year!), when Adam did travel without me, I didn’t go to bed unless I knew he had arrived. I emailed with him at 2am before he went off the grid to hike Kilimanjaro. I came into the office on weekends to work on a project, prepare for an event, or move offices. I got out of bed more than once to rearrange travel and get him booked on a new flight after delays or cancellations. It needed to be handled. I handled it. I’m sure this is sounding pretty familiar to my fellow EAs (and perhaps many Chiefs of Staff).

For people who don’t quite understand this unique role, they tend to think Executive’s are expecting too much or that these requests are unacceptable or intrusive. But what they don’t know is that very rarely does the Executive actually have to request that these things happen – they just get done of the EAs own volition. I knew what I was signing up for, in fact, I thrive on this. I work for an incredibly interesting and dynamic entrepreneur and I am helping him build multiple organizations; occasionally work doesn’t happen between 9am and 5pm, Monday through Friday. The trade-off? I get to work for an incredibly interesting and dynamic entrepreneur and help him build multiple organizations – the work is challenging, rewarding, and it doesn’t hurt that I have complete flexibility with my schedule and unlimited vacation and time off.

This is just a starting point for those Entrepreneurs who are looking  to hire an Executive Assistant or who want to establish a better relationship with their right hand. The nuances are endless. I have been the Executive Assistant, and now Chief of Staff for eight years with the same Executive, yet my job today looks nothing like it did eight years ago. The only constant is that I am still responsible for, and committed to, ensuring Adam’s vision is implemented.

Since we’re on the topic of the power of the partnership between EA and Entrepreneur, Adam and I are excited to share that we are working on a book about this very topic! Click here to get on the pre-order list and help us choose the title! 


 

lead and assistWANT MORE? JOIN ME FOR LEAD & ASSIST: A four-week online seminar designed to redefine the Executive Assistant role and help you take your career to the next level.

An Executive Assistant role is not just a stepping-stone to another position but a dynamic career all on its own. Executive Assistants are the ultimate force multipliers and project managers. Your project just happens to be your Executive. So, what exactly does an Executive Assistant do? Whatever it takes. Lead & Assist will help you tackle mindset, communication and leadership challenges, while building the confidence and gaining clarity needed to continue to take on the world. Join Hallie Warner, Chief of Staff of Adam Hergenrother Companies, this fall and become an invaluable business partner and confident leader.

THE CURRICULUM WILL COVER:

  • Building a strategic partnership with your Executive
  • Developing confident decision making skills
  • Leading and managing up
  • Best practices for managing communication
  • Career development

RESERVE YOUR SPOT HERE AND I’LL SEE YOU THERE!

Lead Yourself First. Get Uncomfortable. Be Indispensable.

magic happens

A couple of weeks ago, I had the honor of being on Liz Van Vliet’s podcast, Being Indispensable. Liz is as passionate about the Executive Assistant career as I am and has created content through her website and podcast to help EAs not just survive, but thrive. Liz empowers EAs to first shift their mindset to become true partners with their Executive, and then teaches them how to take action.

When Liz first asked me to be on her podcast several months ago, I had a very quick, “Hell, yes!” moment, followed closely by panic, anxiety, and feelings of self-doubt. Why was she interested in me? What did I know? I’m not a public speaker. Who is going to listen? I’m going to sound like an idiot. I like being behind the scenes, not in front. Negative self talk spiral ensued… so, naturally I emailed back and said, “Yes, I would love to!”

Why? Because despite my fear of public speaking/sharing my story/blogging/recording a video/doing a webinar/etc. (basically anything in the put yourself out there and wait to be judged category) the opportunity for career growth (i.e. results) outweighed any fear. I believe in coaching and have a deep desire to help others develop their careers and achieve their goals. The only way to do that is by speaking up and speaking out (even if it’s into a microphone huddled in the corner of my bedroom). Coaching and leading others, starts with coaching and leading yourself. How can I possibly help others grow and succeed, if I am not challenging myself, getting outside of my comfort zone, and growing? So I asked for it. I put it out in the universe that I wanted to coach and teach and grow. And the universe answered in the form of Liz. Thank you Liz (and universe)!

being indispensableClick here to hear my inaugural podcast with Liz on Being Indispensable. 

Podcast done. What’s next?

Something even further outside of my comfort zone. Being in front of the camera. Recorded for posterity. But comfort zone be damned. I’m stepping out of that small, limited little circle and finding that magic!

On Thursday, November 2, I am launching my first webinar series, Lead & Assist. Lead and Assist is a six-week online training program designed to redefine the Executive Assistant role and help you take your career to the next level.

As you know, I believe that an Executive Assistant position is not just a stepping-stone to another position but a dynamic career all on its own. Executive Assistants are the ultimate force multipliers and project managers. Your project just happens to be your Executive.

For more information about my upcoming webinar series, feel free to email me at hallie@adamhergenrother.com. You can also listen to my Intro to Lead & Assist recording here to learn a bit more about what we will be covering during the class. I hope to see many of you on the call and I look forward to masterminding with EAs from around the world!

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Now, let me ask you this, when was the last time you stepped outside of your comfort zone? Share your stories in the comments! 

 

 

Lead & Assist Survey Results: Long Hours, Longer Lists, and Loving What They Do

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Almost 100 people responded to my Lead & Assist Giveaway Survey and as I reviewed all of the data over the past week, a few things became very clear: Executive Assistants (and any of the other 28 titles they go by) work very long hours, struggle to find work/life balance, are constantly managing multiple competing priorities, and yet, still love what they do.

First, let’s look at the hard data. I asked this group of pro EAs the following questions:

  1. What is your title?
  2. What are the top three responsibilities in your role?
  3. What is your work schedule? Do you work 9am-5pm, Monday-Friday? Do you have a flexible schedule? Do you work weekends? Or something in between?
  4. What is the biggest challenge you are experiencing at home or at the office due to your role as an Executive Assistant?

Here’s what they said:

  1. What is your title? // The overwhelming title that EAs go by, is (surprise!), Executive Assistant. Just over half of the respondents went by Executive Assistant. The rest of the survey participants who identified as an Executive Assistant, went by the following titles:
  • Senior Executive Assistant
  • Office Manager
  • Executive Administrative Assistant
  • Chief of Staff
  • Operations Manager
  • Administrative Assistant
  • Executive Administrative Assistant
  • Senior Assistant
  • Executive Personal Assistant
  • Senior Administrative Assistant
  • Senior Executive Administrative Assistant
  • Personal Assistant
  • Executive Business Admin
  • Executive Administrative Specialist
  • Lead Executive Assistant
  • Administrative Coordinator
  • Office Manager & Executive Assistant
  • Administrative Business Partner
  • Team Administrator
  • Executive Assistant II
  • Executive Secretary
  • Lead Executive Administrator
  • Business Support Supervisor
  • Director of Operations
  • Chief Operating Officer
  • Closing Coordinator
  • Transaction Coordinator

My personal favorite was Director of Getting Shit Done. So, what’s in a name? Some say it’s simply semantics, others believe a proper title clarifies the role and dispels confusion, especially in a large organization, and still others want clear titles because many have worked very hard to get promotions and yes, the title that comes along with those increased responsibilities and seniority.

I used to fall into the semantics camp – does it really matter what your title is? In the grand scheme of things, no. If you are providing value at a high level and leading up, down, and sideways, then a title is irrelevant to the internal team. However, as I have grown in my career and worked very hard to get where I am, I understand this whole title thing a bit more.

Earlier this year, when I was speaking at the Behind Every Leader conference one Senior EA brought up this topic. She was proud of her accomplishments and had earned the right to the Senior Executive Assistant position; she was no longer an Executive Assistant and she was adamant that the roles and titles be clearly defined. I tend to agree. It doesn’t mean that the Senior EA is better than the EA, simply that their roles and responsibilities are different. They are both providing high value to their Execs (one may simply be supporting the Chairman and overseeing a team of other Admins, while the other is supporting two VPs). But I guarantee both have worked their asses off to get where they are. I believe in clearly defined roles, coupled with clear titles. I think it is particularly important because the EA role is still largely misunderstood and the more clarity we can provide to the public, the better, especially when interviewing for a new position.

2. What are the top three responsibilities in your role? // The three most prevalent job responsibilities for EAs are scheduling/calendar management, travel planning and management, and event/meeting planning, preparation, and execution.

In other words, managing the Execs life (personally and professional as there is usually a lot of overlap, especially as you start working with more senior level Execs or company owners). Being an incredible planner and project manager with the ability to anticipate needs, create contingency plans, and above all, be incredibly resourceful, while maintaining the utmost confidentiality are all critical to being a top EA. Sounds easy, right?

3.  What is your work schedule? Do you work 9am-5pm, Monday-Friday? Do you have a flexible schedule? Do you work weekends? Or something in between? // As for work schedules, the majority of respondents worked 8-9 hours a day (usually from 8am/9am to 5pm), but that was just in-office. Most Executive Assistants said they check emails and work from home at night and on the weekends, and several EAs are on-call 24/7.

4.  What is the biggest challenge you are experiencing at home or at the office due to your role as an Executive Assistant? // The overwhelming response was work/life balance and boundaries, followed closely by not having enough hours in the day to handle all of the shifting priorities.

Let’s dive into questions 3 and 4 here. Long, often undefined hours, coupled with multiple competing priorities is tough. I’ve been there and I get it. But here is my (probably) very unpopular opinion: That’s the job. That is what an EA does. And it’s not for everyone. But that’s why we need an Executive Assistant community – so we can talk through the challenges, vent on those tough days, and strategize about ways to control the chaos and increase efficiency and effectiveness. Now, don’t get me wrong, I don’t think people should work all of the time. You need other hobbies, you need to spend time with friends and family, to take care of your mind, body, and spirit. It’s not easy for anyone to manage all of life’s obligations, and particularly difficult for EAs, but it is not impossible.

Ultimately, I think that EAs should make sure they are very clear about what they are getting into (with the caveat that no two EA roles are the same). Some positions may require being available at all times, some may ask that you simply stay connected via email, some require extensive travel, and others are simply 9 to 5, with no requirements outside of those hours. However, I would be skeptical about any position that is simply 9 to 5 (particularly at an Executive level). EAs make the life of an Exec flawless and what Exec do you know who only works between the hours of 9am and 5pm? Be aware of what the position entails before signing on.

Now, many of the survey participants also mentioned that they have flexible schedules. Again, they might be in the office from 9am to 5pm, but can run out to their kid’s soccer game, a dentist appointment, or meet a friend for lunch at their discretion. It works both ways. EAs may be up at 2am waiting for their Exec to land in Europe, but they may also leave early on a Friday for a pedicure.

So, why are so many EAs searching for that work/life balance if, in fact, most of the respondents said they love their careers in spite of the hours? I think it has a lot less to do with balance, and much more to do with not feeling in control of their schedules and their time. Very few positions are as demanding and dependent on the direction of someone else – someone else’s priorities, projects, needs, and deadlines. I believe that with the help of some clear expectations and extreme time management, inner balance can be restored, even if it still looks out of balance on the outside.

Reading all of the survey responses really bolstered my belief that being an Executive Assistant is an incredibly rewarding career choice. Despite some of the frustrations I read, I didn’t see anything that couldn’t be overcome with some personal development, fierce conversations, and time management. In fact, I think the frustrations only spoke to the passion and desire that all of these assistants have to be the best versions of themselves. They all wanted to learn, to improve, and take their careers and leadership to another level. No one was willing to settle for mediocrity, and that is both admirable and rare.

It is certainly an exiting time to be an Executive Assistant and I can’t wait to explore many of the above topics more in depth on my blog, during my Lead & Assist webinar series, and with my EA community.


 

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Lead and Assist Favorite Things Giveaway

April is all about Admins.

how to take betterfamily vacationpictures (1)I want to honor all of you who have chosen this career and who are committed to bringing clarity, levity, and leadership to this position. Our roles are each so unique, but one thing remains the same: We do whatever it takes to get the job done.

So, here’s my little gift to you. Over the next couple of weeks I will be sharing a few of my favorite things with you and on April 26th (Administrative Professionals Day!), one lucky EA will win all of my favorite things. To get a sneak peek of the goodies, connect with me on Instagram.

To enter, just fill out this survey and click submit. 

I look forward to hearing your answers and providing even more value to you in the future!



Behind Every Leader is Coming to the East Coast! 

Join me and Adam on April 21 in Washington D.C. as we share how we have created a strategic partnership while working together for the past 6+ years. Top Executive Assistants and their Execs will be there to learn and share how the power of the partnership helps everyone succeed.

Behind Every Leader has become globally recognized as the premier event for senior Executive Assistants and Celebrity Assistants around the world.

The conference has been referenced as the Epicenter for the top 1% in the industry. In addition to congregating with like minded peers and career driven individuals, attendees gain exclusive access to a cutting edge curriculum presented by prolific speakers.

Prepare to immerse yourselves in career enhancing seminars, interactive workshops, compelling panel discussions and expect to adopt a slew of best practices to integrate in your daily routine.

Be inspired to become outstanding when we hear from Executive Assistants to high profile business tycoons, celebrities and inspirational leaders live on the BEL stage!

Behind Every Leader has been referenced by the WSJ as ‘a gathering of powerhouses’. And rightly so.

Don’t miss your change to network with the best in the business!

Get registered today!