Tag Archives: Executives

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 President of Jan Jones Worldwide, a California-based
speakers bureau. Prior to founding her business, Jan was a highly
effective executive assistant to well known businessmen, including the bestselling author and personal development icon, Tony Robbins. In this guest blog series, Jan Jones shares her knowledge and expertise on a
variety of topics pertaining to executives and their assistants.

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 President of Jan Jones Worldwide, a California-based
speakers bureau. Prior to founding her business, Jan was a highly
effective executive assistant to well known businessmen, including the bestselling author and personal development icon, Tony Robbins. In this guest blog series, Jan Jones shares her knowledge and expertise on a
variety of topics pertaining to executives and their assistants.

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.

 

Q & A with Jan Jones: Part 6

Two business colleagues reading a document

Jan Jones is President of Jan Jones Worldwide, a California-based
speakers bureau. Prior to founding her business, Jan was a highly
effective executive assistant to well known businessmen, including the bestselling author and personal development icon, Tony Robbins. In this guest blog series, Jan Jones shares her knowledge and expertise on a
variety of topics pertaining to executives and their assistants.

Want more from Jan Jones? Check out her Q & A Series: Part 1Part 5!

How Did Your Experience as an EA Influence Your Career Growth Opportunities?

FlyPrivate: For 20 years you were an Executive Assistant for several high profile business professionals. You then started your own business. Is it an easy transition for EAs to start their own business?

Jan Jones: I wish I could tell you I had a plan and I could lay out the steps for everyone to follow, but that’s not how it happened.  My
final role as an executive assistant was working for Tony Robbins, the world-famous personal development icon. I actually didn’t have any plans to quit that job and start a business, but the opportunity to start a business came my way and I took it. When people found out I had left Tony, they started calling and asking me to work for them. I had some extremely lucrative offers but they would have required me to relocate, so I turned them down. Before long I was introduced to author Michael Gerber, the small business guru, and I was
privileged to serve as his exclusive representative for 10 years. So it was a natural progression that I found myself evolving into a
speakers bureau which sends business experts and celebrities to speak at events around the world.

Starting a business was something I fell into, much like my career as an executive assistant.  It was not my ambition to be an assistant when I was thinking about a career.  It evolved over time and I’m glad it did because the EA role has enabled me to earn a living in many parts of the world, as well as giving me a breadth of experience and access to high places that few other professions can provide. I urge EAs to truly grasp the extraordinary opportunities this profession can offer for long term career development.

The reason opportunities came to me is because I had a reputation for excellence – working with Robbins, working with Gerber, people who knew me in those roles sought me out.  So if there is a secret I can share with EAs it is be known as someone who is at the top of their game, because then people can’t help but notice you for all the right reasons.

I’ve said it repeatedly, much of the reason I’m successful in my
business is because every day I use the skills I learned as a high level executive assistant. I go to extreme lengths to produce results for my clients just as I did for my bosses. I don’t easily take no for an
answer and I follow up meticulously. Things don’t get dropped or
overlooked. I keep my commitments and people know they can rely on me to do what I say.  I gained a reputation for all these traits when I was an assistant.

I hope I’m not giving the impression that starting and succeeding in your own business is an easy transition from EA to business owner. The going hasn’t always been easy. You need an appetite for risk.  There are times when you will be flush and times when you will be skint. You need a good product, the ability to market yourself, find good projects, be a good negotiator. You must be able to cope with uncertainty and weather the highs and lows of business cycles and manage cash flow.  It takes much more than being a capable
administrator.  Another secret for EAs is establish networks and keep up the ones you have. Don’t burn bridges. Business is about
relationships.  Whether you remain an EA or start a business, foster relationships, grow your connections.  Get out of the virtual world and into the real world of real people. Develop your social skills and the art of conversation. Broaden your interests.

FlyPrivate: Do you feel your book, “The CEO’s Secret Weapon” is more for executives, or for their assistants, or perhaps both?

Jan JonesWell, I am an assistant at heart and I can say categorically that the reason I’m able to function successfully in my business is due to my background as a high level EA for so many years. But I’m also a business owner so I know what a business owner needs from an assistant, and I was able to marry the two in this book.  As an
assistant I was fortunate to be exposed to successful entrepreneurs, learning from them, absorbing their habits, learning calculated risk-taking, learning to trust my instincts, learning that everything that related to the business was my business. I had to know the
business inside and out if I was to represent my bosses seamlessly and make important decisions on their behalf. I never said ‘this is not my job’. I never said ‘no’ to my boss.  That would have been
unthinkable. Everything was always an opportunity to learn and showcase my boss in the best possible light.

When I started my business, I was disappointed to find many famous executives had poor quality assistants.  Obviously, these executives did not know what to look for in an assistant.  When they don’t know what to look for, odds are high they won’t know how to effectively utilize a top assistant either. My book evolved out of my desire to not only help executives to hire correctly and work effectively with their assistant, but also to help assistants learn what they need to do to step up their game.  These skills will be there for you if you
venture out on your own.

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.

How the World’s Best Leaders Enhance Their Productivity and Effectiveness

Jan Jones is President of Jan Jones Worldwide, a California-based
speakers bureau. Prior to founding her business, Jan was a highly
effective executive assistant to well known businessmen, including the bestselling author and personal development icon, Tony Robbins. In this guest blog series, Jan Jones shares her knowledge and expertise on a
variety of topics pertaining to executives and their assistants.

Want more from Jan Jones? Check out her Q & A Series: Part 1, Part 2, Part 3 and Part 4!

Jan Jones: The world’s best leaders know how to get things done by skillfully utilizing the talents of the people around them. One of the best examples of this is the relationship successful leaders enjoy with their high-performing executive assistants.

Leaders know how to choose the right person for the job.  As Jim Collins wrote in his book “Good to Great”, leaders start by getting the right people on the bus and in the right seats.  In my book “The CEO’s Secret Weapon How Great Leaders and Their Assistants Maximize Productivity and Effectiveness”, I interviewed global
business leaders such as Richard Branson, Donald Trump, Steve Forbes, John Chambers and others, who repeatedly demonstrated this knack of hiring the right person who could operate as a
“seamless extension of the executive”©. In the case of these business leaders, all their assistants have been with them well over 20 years, and sometimes, over 30 years.  Donald Trump told me, “I have good instincts but I always believe every hire is a gamble.”  Knowing
yourself, your work habits and your work style are key.  In discussing hiring his assistant, Norma Foerderer, who was with him over 25 years before she retired, Trump told me, “I needed someone strong because I work quickly and am demanding because of that. I also needed a straight shooter—someone who will tell it like it is. I’m that way and I can’t have someone who isn’t. Every boss appreciates someone who is honest with them.”

So, how do these global business icons manage to get so much done through the smart use of their assistants?  Here are some
suggestions for how an executive can do the same in their business.

Give Them Access:  Give your assistant complete access to you.  Let them learn by observing your decision making process, your moods, why you like or dislike something.  This perspective will give them a compass for how to act on your behalf. Confident of what you would want, they won’t hesitate to act as your proxy.

Give Them Autonomy:  Great leaders know when to become
immersed in the details and when they should let someone else take the lead.  If you’ve hired the right person, let them do their job.  Trust them. Don’t second-guess what they do.  As General Patton
reportedly said, “Never tell people how to do things.  Tell them what to do and they will surprise you with their ingenuity.”  In the case of exceptional executive assistants, you don’t even need to do that.  Simply share your vision with them and trust their experience, skills and creativity to take it from there.

Give Them Confidence:  When you trust people, you build their
confidence and encourage initiative. I was fortunate in my positions as assistant to successful business leaders such as peak performance strategist, Tony Robbins, to be allowed considerable latitude in how I did my job.  Then the job becomes exciting because you care for it and run it as you would your own business. Richard Branson’s
former assistant, Penni Pike, told me that after many years of
working in close quarters with Branson, one day he told her to take all his most important papers and move back to the houseboat from where they worked earlier. She said that while it felt strange to be away from him in the beginning, it came to feel like she was running her own business. In fact, the experience I gained through being trusted by my bosses and working independently, gave me
considerable confidence when I started my own business, because decision making and going out on a limb were not new to me.

Give Them Kudos:  Management consultant Peter Drucker told me he didn’t have much interest in discussing assistants with me
because his focus was on strategy and assistants don’t create
strategy.  If he were alive today, I think Mr. Drucker would be
pleasantly surprised to see the role many assistants are playing in helping their executives define strategy because of the strategic
position an assistant to a leader occupies in an organization. The
assistant is often privy to information that would never make it to the ears of the CEO unless the assistant told them.  Who is doing or saying what, how employees are reacting to new directives, much of this is communicated to the CEO by their assistant, whose finger is on the pulse of the organization.  Smart leaders take note of their
assistant’s recommendations.  Management guru Marshall
Goldsmith commented in my book, “Executives should get in the habit of asking their assistants, ‘How can I be a better partner in our relationship’, then listen, learn and act on the assistant’s ideas.”

Give Them Respect:  Every top influential business leader I’ve had the privilege of knowing or hearing about, shows courtesy and
consideration to their assistant – in public and private.  They don’t disrespect their assistant and they don’t let others disrespect their assistant. I remember, as a young assistant, telling my CEO boss that someone had been rude to me.  My boss immediately called him
saying that when I called, this person needed to speak to me as if he were speaking to my boss. That experience taught me that bosses back up their people.  As much as the assistant “has the boss’ back”, the boss should do the same.

Give Them Gratitude:  Acknowledge the immense job your assistant is doing on your behalf.  Time after time, great business leaders have told me they could never do what they do without their assistant.  As Ken Blanchard remarked in my book, “Assistants give you the
capacity to do so much more.”  Remember to express your thanks, show consideration and once in a while, look for ways to reward them.

Develop these habits and you will have learned some of the secrets that for generations have enabled exceptional leaders to function at optimum levels, working effectively with their exceptional
assistants.

Author: Jan Jones

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

This article originally appeared in Leadership Now, December 2015.  Copyright Jan Jones.  All rights reserved.

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 4

Busy EA

Jan Jones is President of Jan Jones Worldwide, a California-based
speakers bureau. Prior to founding her business, Jan was a highly
effective executive assistant to well known businessmen, including the bestselling author and personal development icon, Tony Robbins. In this new guest blog series, Jan Jones will answer a number of commonly asked questions pertaining to executives and their assistants. Enjoy Part 4 and catch up on Part 1, Part 2 and Part 3!

FlyPrivate: What are the top 5 traits an EA should have in order to
succeed?

Jan Jones: In my book “The CEO’s Secret Weapon”, I devote 3
chapters to discussing the Crucial Characteristics of an Exceptional Executive Assistant. I categorize the traits into the “tangible” and “intangible” characteristics that make up an exceptional executive assistant, because I’m convinced that what sets the exceptional
executive assistant apart from other assistants are these intangible traits which can be hard to quantify, particularly for an executive who has not had an assistant before.

  • The Ability to Anticipate: The executives and assistants I
    interviewed for my book all said that anticipation is the number one most desirable characteristic of an exceptional executive
    assistant. Anticipating by constantly looking ahead and beyond what is happening now, so that the executive is always protected from any unwanted surprises. Executives who had assistants with good anticipation skills could not praise their assistants highly enough and gave numerous accounts of how their assistants saved the day and averted potential trouble. They repeatedly used the phrase “my assistant has my back”.
  • Resourcefulness: I rank resourcefulness equal first with
    anticipation. Both traits require assistants to be solution oriented and quick on their feet. Being able to look ahead is vital, but being able to take action to avert a mishap, to know what to do, whom to call, which direction to go, this ability is crucial if you are to get the problem fixed, often without the executive even knowing there was a problem. That’s what makes a resourceful assistant so valuable. Publisher Steve Forbes told me his assistant is
    “always figuring out how to get things done”. An exceptional
    assistant doesn’t just identify a problem, they fix it. And their
    talent isn’t limited to fixing problems. Just as vital, they have the ability to look ahead and see opportunities that will benefit the company. I give examples in my book about forward-looking
    assistants who saved their companies money by being
    resourceful.

Other top traits include:

  • Decision-Making Ability: This allows the assistant to step in for their boss when necessary. Being able to make good decisions means the assistant must understand the business and the
    industry their company is in and understand thoroughly what
    decision their boss would make. This is why I say an exceptional executive assistant is a seamless extension of the executive. There is no doubt that what the assistant is saying or doing is what the executive would say or do. It goes beyond confidence. It means the assistant must have a firm grasp of the business and think like the executive would. They must have excellent “big
    picture” skills to be able to grasp the vision and objectives so they can make effective decisions. None of this is possible unless the executive and assistant communicate frequently and take time to meet face-to-face as often as possible. Face-to-face meetings
    allow the assistant to pick up on subtle clues about their boss that they can’t get from electronic communication.
  • Organizational Skills: You can’t manage an executive or a team if you can’t manage yourself. The ability to create and keep order is a vital skill for an executive assistant who must be able to put their hands on whatever they need at a moment’s notice. In
    addition to an orderly workspace, all files must be up-to-date, the status of all projects must be readily known, work inflow and out flow handled quickly, outstanding issues followed up and
    status updated or finalized. Nothing can be allowed to fall through the proverbial cracks.
  • Focused & Detail Oriented: Because assistants are constantly being pulled in many directions, they must have excellent ability to focus, to quickly re-group after distractions and get back on track. Exceptional executive assistants are obsessive about
    attention to detail, whether it’s sending out error-free
    correspondence, or having good spelling and grammar. An
    exceptional assistant knows how to apply the apostrophe
    correctly and never confuses “your” with “you’re”.
  • Communication Skills: Exceptional executive assistants
    communicate with clarity and have strong speaking and writing skills. Since they are frequently speaking on behalf of their boss, they must communicate in a clear manner which conveys that they are in command, but also conveys approachability. The
    assistant must remember they are not the boss, they are the boss’ spokesperson. It carries a big responsibility and the tone and
    intent of the message must be accurate if the assistant is to
    engender credibility and respect.
  • High Energy and Enthusiasm: Enthusiasm for the job and a
    willingness to do whatever it takes to get the job done. A
    whatever-it-takes approach to the job is a major factor that
    separates an exceptional EA from the rest. An exceptional EA is a champion and cheerleader for their boss and their company,
    because many employees use the assistant to the CEO as a barometer of the company’s success and progress, or lack of it. High energy is imperative if you are going to keep pace with a
    demanding boss who is juggling a hundred balls and keeps tossing them to you.

Add in trust, integrity, loyalty, a strong sense of responsibility,
diplomacy, and many other traits that I expand upon in my book, to scratch the surface of the characteristics that help the assistant function as the “eyes and ears” as well as the “right arm” of their
executive. It’s what makes them so highly prized by the executive who understands the value they bring. Donald Trump told me, “I know my assistant can handle anything that comes along.” How
reassuring for an executive to have that level of certainty about their assistant. How satisfying for an assistant to know they are enjoying that level of trust from their boss.

Author: Jan Jones

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 3

Jan Jones is President of Jan Jones Worldwide, a California-based
speakers bureau. Prior to founding her business, Jan was a highly
effective executive assistant to well known businessmen, including the bestselling author and personal development icon, Tony Robbins. In this new guest blog series, Jan Jones will answer a number of commonly asked questions pertaining to executives and their assistants. Enjoy Part 3 and catch up on Part 1 and Part 2!

FlyPrivate: How transparent with your business objectives and
personal objectives should you be in order to get the most out of the working relationship? Are there certain things you shouldn’t entrust an EA with and handle yourself instead?

Jan Jones: It depends on the job level. An assistant to a CEO for
example, is typically privy to more confidential business and
personal information than an assistant to a mid-level manager. Do a thorough job when hiring your assistant so you can feel confident about giving them information. It may take a while for the
executive to feel comfortable with full transparency. It will certainly depend on the maturity level of the assistant and whether the
assistant shows they can be trusted with information. The greater the transparency the more effective the assistant can be in getting the job done. I have taken phone calls from lawyers, accountants and others who needed urgent responses while my bosses were away. I was able to help them because my bosses kept me fully informed. There was 100% transparency because I proved worthy of it. Use your judgement about what you are sharing, but generally, if you can’t be transparent with your assistant, they should not be working for you. If you have trust issues and are unwilling to take your
assistant into your confidence, learn to work through those issues so your assistant can represent you effectively. Many assistants are more trustworthy and capable than they are given credit for.

Speaking about his assistant Debbie Gross in my book “The CEO’s Secret Weapon”, John Chambers, the executive chairman and
former CEO of Cisco Systems said “From our first day together I let her know that my office, files and everything in my business life were hers to manage and that I had complete trust in her capabilities”. The Chambers/Gross relationship is the epitome of transparency and teamwork between the executive and assistant. Mr. Chambers
interviewed 17 candidates before he selected Debbie. This is the level of diligence that executives need to adopt in finding an
assistant they can trust implicitly. For a certain caliber of executive there is no separation between business and personal matters and their assistants know everything.

As far as personal objectives, if they are relevant to the executive getting the job done, the assistant should know about it. If the
executive wants to be at their child’s baseball practice, or has promised their spouse they will be home by a certain time, then the assistant should be informed so they can plan the executive’s
schedule accordingly. I recall when one of my bosses hired my
replacement. His wife had him on a strict weight loss program.  One of the first things the new assistant did was to place a bowl of candy on his desk. I swiftly removed the candy and had a chat with her. With the weight loss objective being so paramount, he should have let his new assistant know it was a major priority for him and
enlisted her help in staying on track.

In many corporations, assistants are not permitted to do personal work for executives. That doesn’t mean it doesn’t happen. In fact, it is quite widespread and I’ve done it myself. If someone owns the company, there is typically no distinction between personal and business matters. Everything is transparent to the assistant. It’s the only way they can manage the executive’s affairs. One area I suggest you keep separate is your personal emails, especially from friends who don’t use discretion when they circulate jokes or photos,
because they don’t realize that your assistant is seeing every
message that goes to your business email. If your assistant is joining you on a phone call, let the other parties know your assistant is on the line so they mind what they say. There is such a thing as too much transparency, even for an assistant who has seen and heard it all!

Author: Jan Jones

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 2

Business meeting

Jan Jones is President of Jan Jones Worldwide, a California-based
speakers bureau. Prior to founding her business, Jan was a highly
effective executive assistant to well known businessmen, including the bestselling author and personal development icon, Tony Robbins. In this new guest blog series, Jan Jones will answer a number of commonly asked questions pertaining to executives and their assistants. Enjoy Part 2 and catch up on Part 1!

FlyPrivate: How often should you meet with your EA and provide
feedback about their performance? How important is this to the
working relationship?

Jan Jones: Being honest and respectful does wonders for any
relationship, but especially for the delicate balance that must be struck between an executive and assistant. Feedback should be on-going, particularly at the start of the relationship, or if the
assistant is not performing up to standard and adjustments need to be made. If something gets dropped, or mistakes are recurring,
address them quickly so there is no undercurrent of dissatisfaction impacting the relationship. Don’t let the EA assume that everything is OK and then suddenly get hit with the news that you are not happy with their performance.

When an EA is new in the job, I recommend they ask the boss at the end of the first week if everything is satisfactory. Are there any
challenges with communication, or work performance? A simple “How did we do this week, are there any issues you’d like to discuss?” should quickly let the EA know how they are faring and let’s the boss know the assistant is open to feedback.  When I started a new job, on the first day I would tell my boss I wanted to hear immediately if they were not satisfied with anything, no matter how minor, so I could fix it. Don’t let problems build up. I gave feedback to my boss as well, but was careful to pick my moments. It has to be the right time so they will be receptive. Feedback works best when it is
communicated sincerely and respectfully, without either party
feeling intimidated.

Schedule time for an informal performance discussion at the end of the first 30 days and a formal performance review at the end of the first 90 days. If things are not going well, don’t wait 90 days to
address them. Similarly, if the assistant has settled in well and you are pleased with their performance, let them know and say thank you. If the executive and assistant are working together
comfortably, they probably have sufficient rapport to be able to talk to each other about performance, expectations or
misunderstandings on a frequent basis, not just at review time. Use your instincts. If something feels uneasy, speak up and get it
handled. All relationships require effort and the executive-assistant relationship is no exception. Develop trust in each other. It creates a space for both of you to safely share what’s on your mind, without feelings being hurt, or intentions misunderstood.

Author: Jan Jones

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.

The Road Show

Sooner or later you need to be in several places at the same time. Portfolio company, plant and branch location site visits, investor and M&A discussions are just a few of the reasons you may need to schedule a road trip.

Why fly privately? There are many reasons to FlyPrivate. Here are the most compelling:

1. Save time…AND make money. A lot of it!

We routinely take 5-day commercial itineraries and reduce them to 2 or 3 days. This not only saves time but adds back days of
productivity. The value of your time or an executive team’s can easily exceed $19,000 per day. This savings of travel time, replaced with
increased days of productivity, more than pays for the investment in a private charter.

2. Privacy and Security

Most M&A, IPO, and other investor discussions have a need for
secrecy. It can pay big dividends to move as invisibly as possible. Use of a private unmarked aircraft to a private airfield will not broadcast your arrival and departure. The private aircraft itself can be used as a secure conference room allowing for additional planning and preparation. If you need enroute, pre or post-meeting
communication, ask about aircraft with Wi-Fi capability.

3. Schedule Flexibility

Some of the most critical elements to your trip are highly
unpredictable. Whether it is last minute news, availability of a
principal, lab results, or the development of a prototype, meeting times can change. Use of private aviation allows you to revise an
itinerary to suit your agenda. This type of adaptability could be the added measure to achieve success.

4. Health

As anyone who spends a prolonged period of time on the road can attest, traveling comes with inherent health concerns. Commercial airliners, terminal lavatories, armrests, drinking fountains, and
escalators handrails consistently rank as some of the most germ
infested public areas. Reducing exposure to these areas helps to promote better health, energy and productivity for you and your team.

At FlyPrivate we are road show experts. Benefit from our national aircraft options and logistical experience and make your next road trip pay big dividends.

Our service is “pay as you fly”, there is no membership to join.

Please contact us with the details for your next potential road trip.

Don’t forget to follow us on Facebook, Google+, Twitter, LinkedIn and Instagram for the latest FlyPrivate news and information.

Flight Request

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.