Tag Archives: Executive Assistants

Q & A with Jan Jones: Part 11 – Can Executive Assistants be effective working remotely?

Jan Jones is the author of “The CEO’s Secret Weapon How Great Leaders and Their Assistants Maximize Productivity and Effectiveness”. The book debuted at #1 on Amazon’s Hot New Releases in the Office Management Category. It has received widespread acclaim from executives and
executive assistants worldwide. Jan spent 20 years as an esteemed
international executive assistant to well-known business people,
including personal development icon and author Tony Robbins. Jan is passionate about the executive assistant role and continues to champion the profession through speaking, mentoring and offering timeless,
practical advice that is relevant to the day-to-day role of the executive assistant.


For the past three years, FlyPrivate has been a proud partner and associate of Jan Jones. Jan brings valuable, actionable information to EAs across the globe. We hope you enjoy her blogs as much as we do!

Want more from Jan Jones? Check out her Q & A Series: Part 1-10!

FlyPrivateCan executive assistants be effective if they are working remotely?  What about virtual assistants? Can executives have their business needs met by using remote or virtual assistants?

Jan Jones: As the old saying goes, “there’s horses for courses”.
Meaning depending on the circumstances or conditions, assistants can be effective working remotely and many executives can have their business needs met by using remotely-located or virtual
assistants. We should take a closer look at the circumstances under which executives could function effectively using assistants who are working remotely, or are virtual assistants, to determine how
effective they can be.

Let’s take working remotely first. Actually, this is not something new. I was recently speaking with a former CEO of an international fast food organization. He told me that in the 1980s, within a few months of each other, several of his company’s assistants became pregnant, or wanted to leave due to their childcare situations. Since they had been with the company a long time and he didn’t want to lose their years of experience, he set them up with computers in their homes. He told them, “I don’t care when or how you work, just get the work done and deliver it on time.”  Technology today makes computers affordable and the internet gives us immense freedom to work from just about anywhere we choose, so it makes sense that remote and virtual assistants are gaining in popularity.

But how suitable is it for an executive who needs a certain level of support from an assistant? I checked in with two of the best, most celebrated executive assistants I know: Penni Pike former assistant to Sir Richard Branson for 31 years and Debbie Gross who spent over 25 years as assistant to John Chambers, former CEO and
current Executive Chairman of Cisco Systems. Both ladies are
featured in my book “The CEO’s Secret Weapon”.

Penni told me “Richard included me in everything”, which is how she came to know and understand the Virgin business and what
mattered most to her boss. When I asked her about assistants
working remotely she said, “I can’t understand that because I always worked so closely with Richard. He needed his assistant by his side. People at the very top have to have someone who works with them like that. Otherwise, if they need something urgently, the assistant is not there. Richard needs someone with him all the time.”

Debbie Gross said, “For administrative professionals, working
remotely has become more of the ‘norm’ in today’s business world partly due to the change in business models.  Many administrators support teams that are based around the world and are never
actually in a traditional office.  With the advance in video
technologies, it has definitely become easier to work remotely.

“That being said, one of the key roles I believe an administrator plays is their ability to build relationships across all levels and be the eyes and ears for the people they support.  Harder to do effectively from a ‘home-office’ environment. This was a critical component of my role supporting a CEO making working remotely not really an
option. John always expected me to be the ‘face’ of the office
especially when he traveled.  When he would check in while on the road he always asked how things were going at the office, so I felt it was key that I be present there. It was about noticing what was
going on around me with other members of the organization and
being able to feel the pulse and morale and share that with John.  He was pretty adamant that executive assistants be in the office, so I am not sure I would have been hired to support him if one of my
requirements was to work from home. Many senior level executives prefer to have their executive assistants in the office, especially the higher they are in their organizations.”

This has also been my experience in my career as an executive
assistant. My jobs were much too interactive with my boss, staff, clients and vendors for me to be outside the office. Like Debbie Gross, my executives counted on me to be their ‘eyes and ears’ and their ‘face’ to the world. Situations were constantly arising that needed my immediate attention. Leaving my desk to go pick up a sandwich at lunchtime could prove tricky. When I worked for bosses who were constantly traveling, on the rare days they were
scheduled to be in the office, I brought my lunch to work so I would not have to be away from my desk for more than a few minutes. Meetings were being set up, canceled or moved at a moment’s
notice, people would drop by unannounced, phone calls were being made, sometimes I was holding 2 or 3 calls at the same time, project approvals were needed, documents required signature, and there were always more travel arrangements to be made, changed or
canceled. Most executives I worked for were constantly calling out for me and I tried to always be within earshot, or have my assistant or someone listen out and let me know if I was being yelled for.  How would I have managed all this remotely?

I am currently working on a project with an assistant who is located remotely and I find it arduous. Work that should take 2 days is taking 5 or 6 due to the back and forth across international time zones. Yet, I am constantly meeting assistants who say they’ve negotiated with their executives to work remotely. Perhaps these executives have become accustomed to doing many tasks their assistants should be doing, or much of the work their assistants do for them is not of an urgent or time-sensitive nature.  Their assistants probably aren’t functioning as their liaison or deputy as I did, or as Gross and Pike did for their executives.

A big negative with the arrangement of assistants working remotely is the burden it places on assistants who are working at the office. I hear complaints that the remote assistants show themselves as “available”, but when they are contacted they don’t respond for hours, sometimes even an entire day goes by when they are not
responding to emails, texts or phone calls.  The urgency arises to schedule or re-schedule meetings, for example, but the assistant can’t be reached. If the executive is traveling, neither the executive nor their assistant can be reached and too much time is being spent by other assistants trying to contact them, cover for them, or
wasting time putting their own tasks on hold waiting for a response. I’ve inquired why these assistants don’t insist HR or the remote
assistant’s boss does something about it. HR tells them the boss agreed the assistant could work remotely when they hired them, so there’s nothing they can do. This is a cop-out by HR and the
executive. They must step up and consider the overall effects this situation has on the company. If this arrangement were impeding my workplace productivity, I would actively agitate for it to be changed. I would lobby HR not to allow executives to agree to letting their
assistants work remotely, but instead offer it as an option with
certain conditions, mainly that the assistant proves they are mature and responsible enough to warrant that privilege.

The bigger concern I have for assistants working remotely is how do they learn the business? How do they grow and expand in the role if they are not there to witness the daily ins and outs of the business environment? How do they develop a relationship of trust and
familiarity with their executive if they are not in physical proximity to each other? Ultimately, are they setting themselves up to become redundant? With warnings about A.I. and virtual assistants stepping in to fill many of the routine tasks assistants do, I would pay close
attention to developing skills and processes that make me more valuable and available to my executive.

The exception to this is assistants who have been with their
executive a long time, have built up a strong relationship with an
understanding of the business and each other. If the business is in a mature phase, or the executive’s role is such that they can be gone for periods of time, their assistants have the freedom to work remotely.

Penni mentioned that she thought assistants working remotely might get lonely. Debbie also addressed this from her experience at Cisco. “3 years ago I came to recognize that at Cisco, there was a whole administrative community that worked remotely and in
talking with several of these administrative professionals it became clear that they all felt a sense of isolation from the broader
administrative community.  As a result we pulled together this group and created an initiative known as G.R.A.C.E. – Global Remote
Administrators Connecting Effectively.  This is a group of remote
administrators who come together once a quarter to discuss the challenges they are facing, as well as review of best practices that help them feel connected.

“One of the key areas discussed was the challenge of developing a relationship with the leader because they were remote.  I strongly encourage administrative professionals who are working remotely to make it a point to travel to the corporate office at least once a year and even better, quarterly if they can, in order to ‘connect’ with their peers, meet the people they interface with across the
organization and become ‘visible’ – putting a face to the voice.  I also always suggest that remote administrators attend networking events and administrative conferences to learn and engage with
others in their profession. Working remotely certainly has its
advantages. However, administrative professionals can be even more effective by not isolating themselves. I feel that it is in our
administrative DNA that we connect with others and build strong relationships and that means we have to get out of ‘home-office’
environment to do that.  Many of Cisco’s G.R.A.C.E. members are now coming to the corporate office and networking with their peers, enriching their relationships and friendships and growing their knowledge and ultimately being of greater assistance to the leaders they support.”

Virtual Assistants: I often meet assistants who tell me they are
toying with the idea of trying out being a VA because they perceive it as a freeing experience. The purpose of including information about the VA profession in this article is to help assistants understand what it takes to survive and thrive as a VA.

Thanks to technology, there is a role for virtual assistants in the
business world. I remember from the pre-internet days, a friend of mine who worked at a large university would earn extra money
using her home computer to type students’ assignments, or
professors’ presentations. It stands to reason then, that with the freedom the internet offers us, that the virtual assistant profession would flourish.  Originally, this was a service that many
single-operator or small businesses used, but it is becoming more common for established businesses with ample resources to seek out the services of virtual assistants.

Penni Pike is an advisor for Time, etc., the virtual assistant service started in the UK, but now successfully established in the USA as well. Penni was brought on board by the company’s founder,
Barnaby Lashbrooke to guide them in setting up the business. He said Penni provided invaluable insight into how the EA-Executive
relationship should work and what kind of support executives need. Assistants chosen to work for Time, etc., go through a thorough
vetting process, not only for administrative skills, but for
inter-personal skills such as a client-focused viewpoint,
responsiveness to clients requests, attention to detail and so on. Their VAs are a mix of mid-to-high level, offering a range of skills that are “not all admin based, but include the strategic management side of business as well” said Barnaby.

He says the VA role is not suited for everyone. Many assistants are better suited to working in an office, so Time, etc., probes the prospective assistant’s reasons for wanting to be a VA. This is an
important aspect of the vetting process because it would be
disruptive if clients like working with a particular assistant and
develop an effective working relationship, only to find out the
assistant has moved on. Quality assistants with young families who need the flexibility of working from home, yet still need to bring in an income, are the most typical profile of a VA.

Anita Armas of Anita D. Armas Administrative Services from West Covina in California told me she started her VA business because she needed freedom and flexibility when she was looking for a way to be at home with her young children while still earning an income. Anita said, “I knew there was a way to use my skills and experience to do just that but wasn’t sure how, then I heard about virtual
assistants. My husband’s business was hit hard by the financial crisis of 2008 and I needed another way to bring in additional income, so I officially began marketing myself as a virtual assistant and I soon gained my first client.”

I asked Anita what mindset a person needs to be successful as a VA. “Aside from skills, in order to be successful as a virtual assistant one must be confident, resourceful, thick-skinned, adaptable, a great communicator and have a servant’s heart. As a VA business owner, my business success depends greatly on the success of my clients. A successful VA will not just be a “doer” but will be innovative and strategically invested in his or her clients business, in order to know how to best support their client. A willingness to learn and grow are key,” says Anita. She added that some of the pitfalls a VA can
experience include the client not seeing the VA as an autonomous business owner and leaning towards an employer/employee
mentality. The client feeling a sense of exclusivity, thinking they are the only client the VA has, and lack of communication between the VA and the client.

When assistants tell me they are considering becoming a VA, I
caution them that before they leave a secure, well-paying job with benefits and career advancement opportunities, they should
consider how the uncertainty of not immediately having a steady
income might impact them. They should consider whether or not they are cut out for working alone and whether they are sufficiently disciplined to get down to work every day when they have the
option to work at their own time and pace. It’s easy to romanticize being your own boss when you are operating from the safety of a
secure job. The reality of being self employed can be a wakeup call when you have to prospect for business, deal with unhappy clients, pay bills, collect payments and furnish your own healthcare. Many VAs thrive in the role and others, after a mild flirtation with
independence, gladly return to the security of a full time job.
Evaluate your skills, your disposition and your self-discipline
thoroughly before you venture into the VA world. It is not for
everyone, particularly if you decide not to work through a platform such as Time, etc., preferring to source business on your own.

What’s exciting about all this is the many options assistants of all
calibers and experience levels have at their disposal today.  When you get excited about the opportunities, be sure to think through the potential downsides, not just the upsides. Use this article to make a Pros and Cons list for yourself. I wish you success in whatever you decide.

Author: Jan Jones

©Copyright Jan Jones, 2015 “The CEO’s Secret Weapon”

Jan Jones Worldwide

Visit Amazon to purchase Jan Jones’ new book and visit her website: The CEO’s Secret Weapon.

The CEO’s Secret Weapon: How Great Leaders and Their Assistants Maximize Productivity and Effectiveness

Jan Jones


We’d love to hear from you! Please follow us on Facebook, LinkedIn, Twitter, Instagram, and Google+ for the latest news and updates from FlyPrivate.

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Phone: 1-800-641-JETS (5387)

All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.

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Q & A with Jan Jones – Part 10 – Collaboration: How Executive Assistants Help Build A Strong Company Culture

Jan Jones is the author of “The CEO’s Secret Weapon How Great Leaders and Their Assistants Maximize Productivity and Effectiveness”. The book debuted at #1 on Amazon’s Hot New Releases in the Office Management Category. It has received widespread acclaim from executives and executive assistants worldwide. Jan spent 20 years as an esteemed international executive assistant to well-known business people, including personal development icon and author Tony Robbins. Jan is passionate about the executive assistant role and continues to champion the profession through speaking, mentoring and offering timeless, practical advice that is relevant to the day-to-day role of the executive assistant.

Want more from Jan Jones? Check out her Q & A Series: Part 1Part 9!

FlyPrivate: To what extent does it make sense to collaborate with other executive assistants to meet common company-wide goals?

Jan Jones: Assistants collaborating with each other makes complete sense! Communication and cooperation are essential attributes of an effective executive assistant. It cannot be otherwise because the role of the executive assistant includes being a facilitator and a
communication channel for their executive and their organization. Assistants play a vital role in reminding the organization they must do what’s in the best interest of the entire company, not just a
particular department or division.

We know that fully engaged employees have higher productivity
levels, resulting in reduced absenteeism and higher profitability.
Collaborative assistants can have an impact in this regard. It could be as simple as engaging in regular conversations with assistants in other departments. Talk about how your division is functioning. What strategies are you implementing? What challenges are you
experiencing? What projects are getting bogged down? Who are some of the star performers on the team? Who needs coaching?
Research shows that most managers don’t engage in strategy
discussions with their colleagues in other departments. An assistant who engages with fellow assistants can serve to close that
information gap. Remember, it doesn’t always have to be about work. Take time to get to know each other on a personal level. Being part of an organization means you have common goals.
Collaborating to achieve those goals is smart business. As Aristotle said, “The whole is greater than the sum of its parts.”

We’ve all seen examples of assistants playing a role in bringing groups together. They work across boundaries and promote cross-department collaboration. They don’t buy into petty jealousies and suspicions. As a conduit to top management, they can help far-flung departments and locations feel less isolated. As a repository of
information many others don’t have, the EA is able to
judiciously offer guidance and input to other departments.

Sometimes assistants tell me that sharing information isn’t always welcomed. People feel threatened, or disloyal to their team if they share what’s going on. In these circumstances, trust needs to be built. If you use the information they share to get results for them, or improve their circumstances, they will certainly start to trust you and work with you. Without betraying confidentiality, I’m always willing to share information that is needed to get the job done, or, indeed, to make life easier for others. If you know a way to make a situation better, then do so. You’ll enjoy the wellbeing you feel from it.

I’m reminded of an assistant who told me about starting a job at a technology giant. The culture of the organization encouraged people to be fiercely competitive, always vying to get ahead at someone else’s expense. She said no assistant would help her for fear that she would look better than they did, or get ahead faster than they did. You were on your own. I can’t imagine working in such a brutal
environment where everyone is out for themselves. The company’s objectives are subverted by employees protecting their turf. Imagine what a breath of fresh air a capable, confident assistant who is not threatened by others and wants to cooperate would be to an
organization like that? It would cause a huge paradigm shift. It might feel like a herculean task, but such an assistant would catapult
themselves into a higher level position the minute the company starts to feel the effects of this assistant’s outreach. Believe me. I’ve done it. It takes megatons of passion and energy and not everyone is up for it, but if you are, don’t hesitate. The rewards are immense and you’ll grow in stature and ability.

I saw an article by EA trainer, Adam Fidler, which referenced
assistants befriending each other. Adam said, “Share your knowledge, expertise and enthusiasm far and wide. The more you give out the more you get back. Share all your best tips and experience with another EA. Being secretive and defensive creates the wrong energy and if you take the time to share information, and work as a team-spirited EA, you’ll command respect and be seen as a true professional.”

The nature of the EA role is to act as a hub. This means assistants are poised to share information, facilitate decision-making and help avoid bottlenecks, whether it is inter-department, or company-wide. Helping someone in another department gets the job done faster. It facilitates transparency, gives you insight into how they function and where inefficiencies may lie that you can help overcome. When
executives see you working with their assistant, or if they know they can finally get a long-awaited answer simply by their assistant
picking up the phone to you, they’ll notice. Make no mistake about it. They’ll be talking about you in the boardroom as someone who makes things happen. This is how, step-by-step, you get your seat at that proverbial table that many assistants lust after.

One thing that may affect assistants being able to perform this
function of facilitator is the number of assistants who say they don’t read their executives’ emails, and who meet with their executives once a week or less. If you are working like this, you are subject to only knowing what the executive shares with you, or picking up
information indirectly. If you are to serve as a conduit throughout the organization, you must be on top of what’s going on, otherwise you will not be as effective in that role. Another factor is assistants who are so widely focused on interacting with the organization at large that they forget who they are in place to support. Don’t neglect your responsibilities to your primary team members in your quest to be a company-wide ally. Your immediate team must remain your first priority. Keep them supported, assured and strengthened in the knowledge that you are firmly invested in the partnership. With this assurance, they will support and encourage your efforts to be a
company-wide resource.

Author: Jan Jones

©Copyright Jan Jones, 2015 “The CEO’s Secret Weapon”

Jan Jones Worldwide

Visit Amazon to purchase Jan Jones’ new book and visit her website: The CEO’s Secret Weapon.

The CEO’s Secret Weapon: How Great Leaders and Their Assistants Maximize Productivity and Effectiveness

Jan Jones

_________________________________________________________________________

We’d love to hear from you! Please follow us on Facebook, LinkedIn, Twitter, Instagram, and Google+ for the latest news and updates from FlyPrivate.

Website: www.flyprivate.com
Email: fly@flyprivate.com
Phone: 1-800-641-JETS (5387)

All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.

Business Jet Setting: 10 Tips for Success

 

1. Arrive early. With no security lines and no crowds, there is no
excuse for being late and causing others delays. Time is money.

2. Have your ID ready. Be sure to bring the proper ID and travel
documents with you and have them readily accessible.

3. Dress for success. Remember that you represent your business and your boss, so plan to wear something comfortable yet
appropriate for the occasion and avoid strong fragrances that could be irritating to others on board.

4. Pack light. Do not bring more baggage than allowed and if you don’t know what’s appropriate, ASK!

5. Do your homework. The private terminal is called an FBO, “fixed base operation.” There is a pilot and co-pilot who fly in the flight deck, while the passengers fly in the cabin. As on a boat, the lavatory is the bathroom and galley is the kitchen. Some flights will have
additional crew including flight attendants.

6. Where do I sit? Don’t board or sit until senior executives choose their seats. It is not impolite to ask your boss where they would like you to sit, but if you must choose your seat yourself, be mindful of privacy and who will likely be conversing during the flight.

7. Talk the talk. Keep business conversations relevant or let the boss initiate the topic. Treat this time as an extension of your workday. If the opportunity for non-business conversation arises, keep it light and steer clear of any controversial topics.

8. Can I have another? Keep your alcohol intake to a minimum. It is usually pretty safe to follow your boss’s lead, but be smart.
Contribute to the conversation to show you’re a valuable asset to your team.

9. Respect the amenities. This should go without saying, but keep plane lavatories clean and realize that you will have to sacrifice some privacy because of tight accommodations. After a long flight, allow everyone to freshen up before deplaning, especially if headed right into a board meeting.

10. Lights out. If the lights are out and the shades are drawn, it is designated sleeping time in the cabin. If you’re not planning to sleep, be respectful of other passengers trying to rest and keep the noise and lights to a minimum.

Be sure to contact us for your next trip, we’re always happy to help!

We’d love to hear from you! Please follow us on Facebook, LinkedIn, Twitter, Google+ and Instagram for the latest news and updates from FlyPrivate.

Website: www.flyprivate.com
Email: fly@flyprivate.com
Phone: 1-800-641-JETS (5387)

All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.

 

Q & A with Jan Jones: Part 9 – “Multitasking”

 

Jan Jones is the author of “The CEO’s Secret Weapon How Great Leaders and Their Assistants Maximize Productivity and Effectiveness”. The book debuted at #1 on Amazon’s Hot New Releases in the Office Management Category. It has received widespread acclaim from executives and executive assistants worldwide. Jan spent 20 years as an esteemed international executive assistant to well-known business people, including personal development icon and author Tony Robbins. Jan is passionate about the executive assistant role and continues to champion the profession through speaking, mentoring and offering timeless, practical advice that is relevant to the day-to-day role of the executive assistant.

Want more from Jan Jones? Check out her Q & A Series: Part 1Part 8!

FlyPrivate: We’ve been hearing lately that “multitasking” is a myth and we should stop trying to do too many things at once. But I recall you saying that being good at multitasking was vital to your success as an executive assistant. Can you clarify? 

Jan Jones: Yes, and I fully believe that, but I should clarify and make the distinction about “multitasking” as it pertains to the executive assistant, as opposed to executives and others.

We now have scientific evidence that multitasking is impossible for our brains and that, in fact, when we think we are multitasking what’s happening is that our brains are almost instantaneously switching back and forth from one task to another. It happens so fast that we are mistaken into thinking we are doing more than one thing at a time. And this is easy to prove. Try giving your full attention to reading an important document at the same time you are trying to pay complete attention to a phone call you are having. You will soon become aware that both tasks are suffering and you have to stop one of them.

So when I say that being good at multitasking was vital to my success as an EA, I mean that my ability to switch back and forth between tasks, at a remarkably rapid pace, was crucial to my ability to
succeed in my job and I’m sure that is the case for many EAs. I’ve
observed people trying to “multitask”, and many people are horrible at it. They get confused when trying to do more than one thing at a time. But for me, and outstanding assistants I’ve observed, it’s a piece of cake.

Something else vital for assistants is that there is evidence, as
published in Scientific American in April 2010, that the brain can keep tabs on two tasks at once, even though we can’t actually do two tasks at once. I think this ability to keep tabs on two tasks at once is crucial to EAs being successful in their job. I liken it to sleeping with one eye open. You’ve always got your eye on things. Nothing escapes your attention. When all those balls you are juggling are up in the air, you’ve got your eye on them to make sure nothing gets dropped. This is a remarkable talent and one that I think is highly developed in the best EAs.

The world of the EA is one of constant interruptions, and if you
support more than one executive, that’s even more applicable to you. But that’s the nature of our job. We don’t have the luxury of
taking ourselves off to some quiet corner where we can focus on one thing at a time, as the experts are constantly advising executives to do. We have to operate in the thick of it all day and everyday, so we must get better and better at making our brains rapidly switch back and forth from task to task.

What will increase your effectiveness is your ability to focus. The ability to switch back to the task you were doing originally, and quickly get right back into the thick of it is key. Yes, science has proved you lose time when you multitask because your brain has to switch back into the mode you were in before the interruption. So, learn to make up for those precious lost seconds by recovering quickly and regaining your focus when you have to get back to the task you were working on. Improve your ability to focus quickly. The ability to focus and not give way to needless distractions is a skill
assistants must develop, especially in this day and age where smart phones are purposely designed to distract us by keeping us addicted to checking them constantly.

This is not a joke.  Some brave souls who work in the technology
arena are now speaking up about the way devices are programmed in order to addict us to our devices.  We need to be vigilant about this so our devices don’t rule our lives in a negative way, destroying our ability to focus and putting us into overload. I urge EAs to read the 60 Minutes piece on “Brain Hacking” where former Google product manager, Tristan Harris discusses how Silicon Valley
exploits neuroscience to keep us addicted to technology.  It is a real eye opener.

Multitasking, even as we understand it scientifically today, will
continue to be the lifeblood of exceptional executive assistants so I say to assistants, don’t stop multitasking, get really good at it.
Develop your ability to focus. It is a life-saving skill for assistants. Practice treating the project you need to focus on as an obsession – as if it is something you really want to do to the exclusion of all else. Once you master this skill, you won’t resent interruptions because your exceptional ability to focus will help you to quickly get back on track.

Author: Jan Jones

©Copyright Jan Jones, 2015 “The CEO’s Secret Weapon”

Jan Jones Worldwide

Visit Amazon to purchase Jan Jones’ new book and visit her website: The CEO’s Secret Weapon.

The CEO’s Secret Weapon: How Great Leaders and Their Assistants Maximize Productivity and Effectiveness

Jan Jones

_________________________________________________________________________

We’d love to hear from you! Please follow us on Facebook, LinkedIn, Twitter, Instagram, and Google+ for the latest news and updates from FlyPrivate.

Website: www.flyprivate.com
Email: fly@flyprivate.com
Phone: 1-800-641-JETS (5387)

All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.

Secrets to Stretching Your Private Aviation Budgets

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For the Private Aviation Veteran

What Your Jet Card Doesn’t Want You to Know

Are you new to private aviation? Have you ever heard of round trip pricing? Probably not. Over the past few years all the major
membership companies have phased it out.

Who wins? Jet Card/Jet Membership Company

Who loses? You

Let’s look at the example of a same-day trip from New York (TEB) to Indianapolis (IND). You depart at 9:00 AM and you return at 4:00 PM. The trip is just about 2 hours in each direction so it serves as a great example for other same-day destinations. You have 4
passengers and you prefer to fly in a midsize aircraft.

It doesn’t matter which program you are in: Delta, Sentient Jet, Net Jets, Wheels Up, etc. Your hourly cost for a midsize jet is $7,000 per hour all in, billed at actual flight time plus taxi-time. In fact, it’s
actually a few hundred dollars more per hour, but the cost
difference is so extreme we actually rounded down!


Jet Card/Jet Membership (Hawker 800XP, Citation XL)

Depart: 9:00 AM    TEB-IND

Arrive: 11:00 AM    (2 hours flight time)

Depart: 4:00 PM     IND-TEB

Arrive: 6:00 PM       (2 hours flight time)

Price:  4 Hours Total Flight Time x $7,000 per hour = $28,000


FlyPrivate  (Hawker 800XP, Citation XL, Hawker 1000, Citation Sovereign)

Depart: 9:00 AM    TEB-IND

Arrive: 11:00 AM    (2 hours flight time)

Depart: 4:00 PM     IND-TEB

Arrive: 6:00 PM       (2 hours flight time)

At FlyPrivate, we will provide you with several midsize options (in this example trip, we also had super midsize jet availability for the same price).

You will know your full cost before you fly. We price by the trip, not by the hour, upfront and fixed. This method allows us to leverage the marketplace to get you the best pricing and aircraft options.

Price: 4 Hours Total Flight Time x $4,842 per hour = $19,368 *all in

Citation XL:  $19,368

Hawker 800XP: $19,368

Hawker 1000: $19,368

Citation Sovereign: $19,368 (super midsize jet)


Analysis:

Same-Day Trip

Jet Card:       TEB-IND-TEB           Midsize Jet = $28,000

FlyPrivate:    TEB-IND-TEB           Midsize Jet = $19,368

Savings with FlyPrivate: $8,632  (30.8%)


Conclusion:

As previously stated, the major membership companies have phased out round trip pricing, to benefit themselves, not their clients like you. A couple of these jet card/membership companies offer you a 10-15% discount on some trips, but they are still gouging you by 30%, so a 12% give back now and then, makes everyone feel good.

Let us state this VERY clearly: You are overpaying by 30% for the SAME TRIP ON THE SAME AIRCRAFT.

Here is another secret. FlyPrivate and all of the major membership companies, use the same Part 135 charter aircraft.

In case it didn’t sink in the first time – YOU ARE OVERPAYING BY 30% FOR THE SAME AIRCRAFT!

Don’t continue down this path, now that you have been educated on this topic, please contact us for your next “round trip” itinerary and we will provide you with the options.

With our service, you only “Pay as You Fly”.

Join other experienced private fliers who have shed their
membership and regained their capital. Over the past 15 years we have saved our clients millions of dollars and allowed them to fly hundreds more trips with the savings.

Welcome,

Don Smith

Chief Operating Officer

FlyPrivate

P.S. Your “one-way” itineraries will also cost you less for the SAME AIRCRAFT.

The “Sandwich” Trip

Companies are easing back into private aviation by using

commercial flights to major hubs, and filling in hard to reach
commercial destinations with private charter out of smaller, more convenient airports.

In the example above, this traveler uses commercial aviation to fly from Chicago, IL (ORD) to Los Angeles (LAX). Once in Los Angeles, CA (LAX) they head to their first meeting in Van Nuys, CA (VNY). From Van Nuys, they will use private aviation to travel to their
second meeting in Bakersfield, CA (BFL), and again to their final meeting in Flagstaff, AZ (FLG). From Flagstaff, they will fly privately back to Los Angeles, CA (LAX), where they will fly their final leg from Los Angeles, CA (LAX) to Chicago, IL (ORD) commercially.

This “Sandwich” trip strategy improves productivity of the mission by allowing more flexibility and reducing overall travel days. If you’d like to learn more about booking a “Sandwich” trip, please call or email us for more information or to get a quote for your next trip. We look forward to working with you!

We’d love to hear from you! Please follow us on Facebook, LinkedIn, Twitter, Google+ and Instagram for the latest news and updates from FlyPrivate.

Website: www.flyprivate.com
Email: fly@flyprivate.com
Phone: 1-800-641-JETS (5387)

All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.

Q & A with Jan Jones: Part 8

Photo Credits: http://money.usnews.com/

Jan Jones is the author of “The CEO’s Secret Weapon How Great Leaders and Their Assistants Maximize Productivity and Effectiveness”. The book debuted at #1 on Amazon’s Hot New Releases in the Office Management Category. It has received widespread acclaim from executives and executive assistants worldwide. Jan spent 20 years as an esteemed international executive assistant to well-known business people, including personal development icon and author Tony Robbins. Jan is passionate about the executive assistant role and continues to champion the profession through speaking, mentoring and offering timeless, practical advice that is relevant to the day-to-day role of the executive assistant.

Want more from Jan Jones? Check out her Q & A Series: Part 1Part 7!

FlyPrivate: When interviewing for an EA position, how do you
determine how much you would be worth in the position and what salary is warranted based on the responsibilities of the job?

Jan Jones: If possible, ask other assistants who are in a similar
position if they would be willing to share an approximate number with you, or you could share a number you have in mind and ask if they would be satisfied with that salary for the job they are doing. Be subtle about it.  People aren’t going to tell you exactly what they are earning, but fellow EAs will probably be willing to give you some guidelines.  There are numerous resources online where you can do a search, but those salary ranges tend to be broad and they may just be a starting point.

The EA role varies considerably from position to position, so there is no one size fits all.  You should factor in your years of experience and your expertise in that particular role.  If you are a top-level EA who will be working long hours, be required to perform executive level duties and make executive level decisions, your salary requirements will be much higher than a mid-range assistant who does tasks as
assigned and isn’t required to make high-level decisions.  If you’ve got a track record established as having exceptional skills and
accomplishing executive level tasks without supervision, your salary expectations would be higher and warranted.  Do you have
supervisory or managerial experience that would be a bonus for the job? Do you have any degrees or diplomas that add to your value? Where are you located?  Salaries in big cities are typically higher than smaller towns, but there are exceptions, so do your homework.

Be flexible in your negotiations and consider what benefits are being offered which might offset lower salary compensation.  If you are being asked to accept a lower salary than you would like and you feel the position is worth it, ask for a review in 90 or 120 days at which time you would expect them to meet your salary requirements
because that would be sufficient time to demonstrate your worth.

Author: Jan Jones

©Copyright Jan Jones, 2015 “The CEO’s Secret Weapon”

Jan Jones Worldwide

Visit Amazon to purchase Jan Jones’ new book and visit her website: The CEO’s Secret Weapon.

The CEO’s Secret Weapon: How Great Leaders and Their Assistants Maximize Productivity and Effectiveness

Jan Jones

_________________________________________________________________________

We’d love to hear from you! Please follow us on Facebook, LinkedIn, Twitter, Instagram, and Google+ for the latest news and updates from FlyPrivate.

Website: www.flyprivate.com
Email: fly@flyprivate.com
Phone: 1-800-641-JETS (5387)

All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.

Q & A with Jan Jones: Part 7

Jan Jones is the author of “The CEO’s Secret Weapon How Great Leaders and Their Assistants Maximize Productivity and Effectiveness”. The book debuted at #1 on Amazon’s Hot New Releases in the Office Management Category. It has received widespread acclaim from executives and executive assistants worldwide. Jan spent 20 years as an esteemed international executive assistant to well-known business people, including personal development icon and author Tony Robbins. Jan is passionate about the executive assistant role and continues to champion the profession through speaking, mentoring and offering timeless, practical advice that is relevant to the day-to-day role of the executive assistant.

Want more from Jan Jones? Check out her Q & A Series: Part 1Part 6!

FlyPrivate: Executive Assistants do what their boss asks, but
sometimes a situation arises where the assistant feels they can’t oblige because they are being asked to meet unrealistic deadlines, or the tasks are not clearly defined.  Some assistants have said that they say “no” to their boss, others say they may be inclined to “push back” on certain
requests that they consider unreasonable.  In these situations how would you advise assistants to respond to such requests?

Jan Jones: Being an executive assistant requires a lot of flexibility. Assistants are constantly being asked to shift priorities, or meet deadlines that crop up unexpectedly.  These things are part and
parcel of the assistant’s job.  If your boss is asking you to perform a task that relates to your job, or is part of your job description, then saying “no” or pushing back would not be the first option to consider without an extremely valid reason for doing so.

I understand that Millennials want more autonomy and control over work conditions, but saying “no” or pushing back on legitimate work requests is not somewhere you should make it a habit of expressing your individuality, because you could end up losing your job if you are perceived as uncooperative or insubordinate.

Let’s take a closer look at some examples where assistants might consider “pushing back”, and explore options that are more
productive than pushing back, or saying no.

Unreasonable Deadlines

Let’s say you’ve been given a huge amount of work that has to be completed by a specific deadline.  If you are unable or unsure of how to prioritize the work, ask your executive for guidance.  Explain that it is going to take a certain amount of time to do the tasks and you need to know which of the tasks is absolutely vital to get done to meet the deadline.

If you have an unreasonable executive who insists that all of it has to get done immediately and has equal priority, then tell the executive you are going to use your best judgment to determine which of the tasks has the highest priority. Quickly draft up the order of priority and ask your executive for input.  If you can’t get input, just get
started and do your best.  If they are not satisfied with the decisions you made, ask them how they would have prioritized so you will know in future and politely say that investing a little bit of time to guide you would have been helpful in getting the job done to their satisfaction.

EAs often ask me how to prioritize work when supporting several executives.  To do this effectively, at the outset you must establish a procedure for how you are going to prioritize everyone’s work.
Typically, the executive who is more senior gets a higher priority. If they are part of a team, likely they would know which project and which team member’s task should get priority in order to complete a project by deadline. If each one is saying their work is high priority, and if they are being unreasonable, if you are unable to determine by yourself which task should get the highest priority, then go to their boss and ask for guidance.  Politely make it clear you need help in
order to do the most effective job possible.  If speaking with their boss is not an option, then go to the executive who is typically the most reasonable of the bunch and ask for help.  Explain that you want to make everyone happy, but you simply can’t do all the tasks at the same time, so what do they suggest?

If no one is cooperating, respectfully ask them to work it out among themselves and get back to you as quickly as possible so you can move forward on the right track. That would be the most “push back” from an assistant that I would advise.

In the meantime, get started according to your understanding of which is the most important project.  Worst case, you will have to stop working on the task you selected as being important, and have to start something else.  But assistants are used to interruptions and switching quickly from one priority to another. Always behave
professionally, even if you want to wring their necks.

When things have calmed down, have another discussion with that team and reiterate that you want to do the best for them, but you must have their cooperation in sorting out how work is to be prioritized.

These are some reasons why it is important for the assistant to
understand the business they are in.  Having an understanding of the workings of the business lets the assistant make better judgments about which tasks are a priority.  When you understand the reason for why you are being asked to do something, there is less inclination to “push back” or say “no”, because you see the bigger picture of why something is necessary and needs to get done.  Then you pitch in enthusiastically.

When your executives see you taking an interest in knowing the business, they will start working collaboratively with you, rather than simply giving you instructions and asking you to carry them out. You may soon find that the unreasonable requests are diminishing, and your executives start to treat you with a new level of respect.

Last-Minute Emergencies

There are times when executives haven’t planned sufficiently and are asking you to do things at the last minute, which may involve staying late, or changing your personal plans.  If there is a day when you absolutely have to leave by a certain time, be proactive and give your team plenty of notice that you have to leave and will not be able to take on any last-minute jobs. Then there’s no question of pushing back because you’ve told them in plenty of time you will not be
available.  If your executive has a habit of giving you things at the last minute, discuss with them that you can’t always accommodate last-minute requests.  Ask what you can do to help the executive plan their day. Sometimes last minute requests are completely
unavoidable because things do crop up unexpectedly. Do your best to oblige without being resentful. You are better off with a
reputation for being cooperative than for pushing back or saying no.

Not Part of Your Job Description

So what? If you are being asked to do things that are not part of your job description, consider the nature of the request and who is
asking.  Always consider the bigger picture.  Even if it’s not in your job description, it could lead to something bigger and better for you.  Maybe it gives you a chance to work on a project that expands your sphere of influence.  It could give others in the company exposure to you.  Let them see you at your best and spread the word about how outstanding your work is and how cooperative you are.  How would that hurt you?

At one job I had, once in a while our CEO’s housekeeper was away and he’d bring his dog to work.  A few times during the day I would take the dog out for a quick walk.  Certainly not something in my job description, but as assistant to the CEO I knew the value of his time so I was happy to do that for him and he was grateful that he didn’t have to stop what he was doing to take the dog out. If you can be generous, be generous.  It makes everyone feel good and people
remember you for it.

Instead of being quick to “push back” or say “no”, find a way to get the job done even if it requires some sacrifice on your part. I’m not saying make yourself a martyr, but if you can accommodate
requests, do so.

Take a lesson from comedian, Tina Fey who said: “Say yes and you’ll figure it out afterwards.” Why? “Because the fun is always on the other side of the ‘yes’.” Not just in your job, but in your life, stop
pushing back and start saying “yes”.  For EAs who are reading this, some day I’d love to hear your success stories about the miraculous journey on which that simple word “yes” has taken you.

Author: Jan Jones

©Copyright Jan Jones, 2015 “The CEO’s Secret Weapon”

Jan Jones Worldwide

Visit Amazon to purchase Jan Jones’ new book and visit her website: The CEO’s Secret Weapon.

The CEO’s Secret Weapon: How Great Leaders and Their Assistants Maximize Productivity and Effectiveness

Jan Jones

_________________________________________________________________________

We’d love to hear from you! Please follow us on Facebook, LinkedIn, Twitter, Instagram, and Google+ for the latest news and updates from FlyPrivate.

Website: www.flyprivate.com
Email: fly@flyprivate.com
Phone: 1-800-641-JETS (5387)

All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.