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Renee Neverson

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Renee Neverson last won the day on July 23

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  1. This is so interesting because myself and my administrative leadership board is being asked to execute/implement a peer-to-peer partnership program. I believe that the concept and title they are thinking of does not match with the definition of a mentor.
  2. From my experience, I was noticing that some of the assistants was hesitant with trying something new....basically coming out of their comfort zone, feeling and being included, being asked what they would like for their administrative leadership board to do for them, showing the compassion, empathy, listening, etc.
  3. Hi Kelly, Welcome to the administrative profession! I have be in the administrative profession for 25+ years supporting VPs throughout my career. What help and or questions you have please do not hesitate to reach out. The first thing I would say to you is....have a sit down with your executive and find out what he/she likes and dislikes, how should you handle their calendar scheduling, etc. Once you get an understanding of the individual you are supporting then take it one step at a time and things will become easy for you. Oh, learn what your executive do before trying to learn what everybody else does. Good luck!
  4. Yes, having strong communication skills is crucial...spot on....your tone of voice is very key because it can definitely misconstrued. But I think that when we are communicating via email our tone should always come across very professional and respect no matter what. For example, my executive has been on a special assignment crisscrossing the US since late February and going at least 4 to 6 weeks without seeing one another so we are having to rely heavily on email and IM and depending on the situation we are talking late into the evening. It is the job!
  5. Do you have an administrative network at your organization? If so, how effective is the network, leaders, content material, etc? Are you dealing with drama? Is there cohesiveness and respect among the administrative members? My reason for asking some of these questions is because I was elected this past December to lead our administrative members and the first thing that came into my mind was....why me? I am a leader but I prefer to lead in the background. It has been 6 months and it has had its challenges but I am now starting to gain some momentum. The first thing I did was held a meeting with my leadership board and began strategizing on calendar of events, thinking about training and lunch and learn topics based on our organizations messaging, etc. I am very creative and I believe that we now have to think outside the box and step out on faith and be risk-takers. Our first meeting was a "general meeting" where we thought it was important to lay the foundation with our members and make them aware that it is time for create a safe space for us to talk and share information and/or concerns. Embarking on this task has allowed myself and the leadership board to see things more clearly and think smart when it comes to changing up the "norm" of things. One thing I have learned from being in this lead role is that some of the members do not want to change the way things have always been and I get it but it is time to change because as society is changing, organizations are changing, etc. we will have to change or we will get left behind. To sum of everything, I made my administrative members know that I have a passion for what I do and I will do my best to try and lead with respect, open mind, transparency and a listening ear. Let's talk about this because it is important that we build an effective administrative network within our organizations. What is working? What is not working?
  6. Striving to have an excellent rapport with my executive(s) have always been important and key throughout my administrative career. We have to begin our relationship by building a good rapport from day one because it will help define and shape your relationship...plus you are building mutual respect and trust. What kind of communication style do you and your executive(s) have? Do you have an excellent rapport? What is working and what is not working?
  7. Our onboarding/orientation process is good but it could be better. One of the good things is that our company start new hires on Fridays so that definitely works. For my team, the hiring managing and a couple of team members take the new hire to lunch, the new hire will meet with IT support for about an hour to get setup, etc. Eventually, the new hire will be free to leave early but will be ready to dive in on that Monday. All formal documents will be provided on the next business day but depending on the hiring manager they will send them home with some reading material to get caught up on their new responsibility. We do provide a welcome kit. For the administrative side, I believe that we can do much better with "welcoming" each other into a new organization. For example, I am the new lead for our administrative team within the Potomac Region (Arlington VA) and I am working with my leadership board to create and implement a thorough but effective "Administrative Handbook" for the entire administrative team. I am responsibility/leading 90 assistants across this region and each site location may be slightly different.
  8. Understanding your executive(s) and knowing their likes and dislikes will help administrative professionals begin the process for managing their day-to-day many activities, manage the calendar, etc. Rule of thumb: Do not allow the calendar to manage your executive...you and/or your executive manage the calendar.
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