The Unique Role of a Multi-manager Administrative Assistant Intro - - PowerPoint PPT Presentation

The Unique Role of a “Multi-manager” Administrative Assistant

Intro

Learning Objectives

• Understand each manager’s unique work style.
• Treat each manager fairly and with respect, despite your

personal preference.

• Recognize some of the biggest challenges for multi‐

manager admins and how to overcome them

• Understand the importance of “managing up”
• Recognize signs of multiple‐boss madness
• Identify the importance of managing office politics
• If you are not careful when dealing with multiple bosses,

you can let all of them down.

Check In

• Check in weekly with your bosses and let them know

what projects you are currently working on.

• Frequently ask which projects are a priority.
• If a conflict between 2 projects arise, have managers

speak to each other to assess which one comes first.

Four Essential Habits of Effective “Multi‐manager” Admins

• 1. A thorough understanding of what each manager

requires of your position.

• 2. The capacity to communicate clearly, concisely and

purposefully.

• 3. The skills to give and receive clear feedback
• 4. The ability to support all stakeholders to ensure

project and/or organizational success

Skills for Effective “Multi‐manager” Admins

• Except for time‐critical projects, do the senior

manager’s work first.

• If your managers are on the same level, complete

the task with the earliest due date first.

• Find out what projects are coming up so you can

plan accordingly.

• Ask your managers to give you project materials as

sections are ready. This will help prevent a last‐ minute rush.

• Communicate! Stay informed, and keep your

managers informed.

Concerns and Challenges of “Multi‐manager” Admins

Common concerns and challenges

• Uncertainty in a new, strategic role
• Difficulty in delegating due to fear of letting go
• f day‐to‐day work
• Unable to plan effectively, given needs of

multiple managers and business variables

• Uncertain where and how to spend time

Why some “Multi‐manager” Admins Fail … and How to Make Sure You Don’t

Outstanding admins:

• 1. Clearly define expectations
• 2. Focus on quality of work rather than time spent on

work

• 3. Address and solve problems immediately
• 4. Exhibit flexibility
• 5. Include all appropriate people in the dissemination
• f information
• 6. Dedicate quality “face time” with their manager(s)

Why some “Multi‐manager” Admins Fail … and How to Make Sure You Don’t (cont)

Outstanding admins:

• 6. Display consistency and fairness in delegating
• r assigning work to their support teams
• 7. Maintain positive relationships with support

team members

• 8. Balance time and support to their managers
• 9. Maintain a positive attitude and do not

complain to others about their manager(s)

10.Keep confidential information confidential

The Keys To Managing Up

• Encourage your managers to have face‐to‐face
• r telephone conversations with each other
• Ask the managers to clarify which tasks have

priority … establish a prioritizing process

• Know what your boss cares about … understand

the desired business results

• Communicate clearly, concisely and

confidentially

The Keys To Managing Up

• Share new and emerging information quickly so

your managers are never blindsided

• Have frequent and regularly scheduled meetings

with each manager

• Ask for a specific deadline for all projects and

major tasks

• Put projects on a timeline and share with all

managers

• Provide solutions, not problems

Time savers

• Pay attention – frequently check calendars, tasks to

keep from becoming derailed.

• Keep on Track – create a system (folders, trays) to keep

projects according to deadline date.

• Create more space – walls, hanging pockets, trays
• Manage time wisely‐ Allow time blocks throughout the

day to file and organize for the next day.

• Triage – Keep only those items you won’t be able to

retrieve again through other means.

Dealing Effectively With Organizational Politics

• 1. Understand your true organization chart … or

the “power” chart

• 2. Understand the social structures at work
• 3. Build interpersonal relationships.
• 4. Know your ultimate boss.

Roles & Responsibilities Org Chart

Build Relationships

• Get to know the politically powerful people in

your organization

• Develop relationships that cross the formal

pecking order

• Build strong relationships with those who have the

informal power

• Build your relationships on trust and respect.
• Don’t pick sides
• Be a part of multiple groups

Avoid Unethical Political Practices

Don’t:

• Try to speak on behalf of one boss to the
• ther—try to get them to talk with each other if

possible

• Speak poorly about one boss to another
• Discredit a rival
• Cover up the truth … for anyone
• Take undue credit
• Blackmail, slander or spread malicious gossip

Overload

Signs of Multiple‐Boss Madness

• Infighting among the various managers
• You don’t know whom to please or when
• You’re unsure about handling the conflict on

your own

• Trust is lacking; your loyalty is questioned
• Confusion reigns!

Managing the Madness

• Again, review your “true” org chart and your

social structure ‐ Who do you ultimately report to?

• Identify best practices for working with tough

and demanding managers

• Use one‐on‐one conversations as key

relationship‐building tools

Managing the Madness (cont)

• Organize a meeting with all your managers in
• rder to outline a problem and present your

solution and discuss calendars weekly.

• Be careful with your e‐mails
• Identify best practices for working with tough

and demanding managers

• Review tips on managing up

The Unique Role of a “Multi-manager” Administrative Assistant