My First 90 Days As A New Executive Assistant
I recently started a new role and it got me thinking about what I usually do in my initial days in any new role. Starting a new role is both exciting and challenging. In the effort to create a positive impression, we feel the need to dig right in, to begin making changes, process improvements, change things for the better etc. From experience, I have learnt that it is better to develop context and learn about the people and the way things have been done before jumping in and making changes. This helps avoid negative judgement and people feeling like you don’t know them or the business and are moving too quickly.
Initially, I see myself in a mode of download or absorption as I am flooded with an abundance of information.
I start by cataloging all the information into lists. E.g., Details about the executive(s), Travel preferences, Organization structure / Key Stakeholders, Processes, etc.
I design my time and learning strategy for the first 30-60-90 days. I don't organize myself for the long haul right away. As I gain more context and learn about the organization and the executive(s), I begin to develop a system that fits the need.
First 30 days:
The first 30 days are spent understanding the history of both the organization and the executive(s). I ask myself and others why certain things are done in specific ways, why am I doing this, what is the priority, etc. With more exposure to these things, I start to look for ways to integrate myself with the people and the organization by taking on tactical tasks. To gain knowledge, I set up meetings with as many executives and people as I can.
Days 31 to 60:
The next 30 days are to study, identify my core responsibilities and begin to form relationships. It is imperative to #learn what the executive(s) role is and what he/she does, what stage of development the organization is in, learn the various functions, and lingo and begin to connect the dots. As I assess and collaborate, I start to identify my core responsibilities. Once the core responsibilities are determined and streamlined, I look for professional development opportunities or what else I can do beyond my core responsibilities. This is when I also start to build #relationships with the executive(s), his/her reports, other admins in the organization and all colleagues in general. During this period there are bound to be mistakes and #learning moments. I let my executive(s) know that I will initially be in a reactive mode but am working towards transitioning to a more proactive mode.
Days 61 to 90:
Now, most of the relationships are growing and I'm getting a better sense of the executive(s) and the organization. I start to #optimize myself and become one with the flow/rhythm. When supporting executives with extensive travel, 90 days isn't enough to experience this rhythm. I have come to learn that with executives who travel heavily, it takes about 6 to 7 months for this rhythm to develop. This is because it takes time to be able to anticipate the needs of the executive(s) and the organization.
I always give myself sufficient time to learn and form a rhythm to reap lasting benefits.
Initially, I see myself in a mode of download or absorption as I am flooded with an abundance of information.
I start by cataloging all the information into lists. E.g., Details about the executive(s), Travel preferences, Organization structure / Key Stakeholders, Processes, etc.
I design my time and learning strategy for the first 30-60-90 days. I don't organize myself for the long haul right away. As I gain more context and learn about the organization and the executive(s), I begin to develop a system that fits the need.
First 30 days:
The first 30 days are spent understanding the history of both the organization and the executive(s). I ask myself and others why certain things are done in specific ways, why am I doing this, what is the priority, etc. With more exposure to these things, I start to look for ways to integrate myself with the people and the organization by taking on tactical tasks. To gain knowledge, I set up meetings with as many executives and people as I can.
Days 31 to 60:
The next 30 days are to study, identify my core responsibilities and begin to form relationships. It is imperative to #learn what the executive(s) role is and what he/she does, what stage of development the organization is in, learn the various functions, and lingo and begin to connect the dots. As I assess and collaborate, I start to identify my core responsibilities. Once the core responsibilities are determined and streamlined, I look for professional development opportunities or what else I can do beyond my core responsibilities. This is when I also start to build #relationships with the executive(s), his/her reports, other admins in the organization and all colleagues in general. During this period there are bound to be mistakes and #learning moments. I let my executive(s) know that I will initially be in a reactive mode but am working towards transitioning to a more proactive mode.
Days 61 to 90:
Now, most of the relationships are growing and I'm getting a better sense of the executive(s) and the organization. I start to #optimize myself and become one with the flow/rhythm. When supporting executives with extensive travel, 90 days isn't enough to experience this rhythm. I have come to learn that with executives who travel heavily, it takes about 6 to 7 months for this rhythm to develop. This is because it takes time to be able to anticipate the needs of the executive(s) and the organization.
I always give myself sufficient time to learn and form a rhythm to reap lasting benefits.
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