This episode is sponsored by Autograph Events - THE experts in providing a complete event management solution – from free global venue finding through to full onsite event management. Connect today and ask more about the collaborative promotion for our listeners!
In this episode, Craig and Jodie discuss five common hurdles that administrative assistants face and provide strategies to overcome them with our expert contributor- Abigail Barnes adding her insightful wisdom to our listener question.
You will learn proven strategies for improving communication, organization, tech skills, time management and implementing feedback effectively.
From leveraging the right tools and upskilling executives to applying expert techniques like the "TTT" model, this is a masterclass in overcoming common roadblocks and levelling up as a top-performing assistant.
Our listener question: Hi Crodie: "I am an EA of 10 years and love my role! I have attended time management courses in the past but cannot seem to implement the tips when I get back to my desk, I have to juggle all of the time which I have learned to do really well - do you have any tips for me to retain knowledge"?
Time management expert Abigail Barnes reveals a powerful 3-step process to retain and implement training learnings before returning to your desk. By identifying your "why" for the training, listing key takeaways, mapping them to your challenges, and creating an action plan for the biggest overlap area - you'll turn knowledge into application. This method helps you truly own what you've learned and start sequencing tasks more effectively, rather than constantly juggling.
Our expert contributor: Abigail Barnes
Abigail Barnes is the founder and CEO of Success by Design Training, an award-winning entrepreneur, author, speaker, and corporate trainer on time management and productive wellbeing. She is a qualified coach and creator of the renowned 888 Formula and host of The Time Management Podcast.
Connect with Abigail today and check out her podcast too!
Value Bombs
Jodie Mears - "I think assumptions can be made if you don't communicate effectively at the beginning of a professional relationship".
Craig Bryson - "I always want feedback, even if it's positive or negative. How am I supposed to develop myself if I don't know what is wrong".
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
This episode was brought to you by Autograph
Events, our sponsor.
Speaker 2 (00:21):
Thank you for tuning in to the Crowdy Files.
Speaker 1 (00:23):
I'm Craig Bryson and I'm Jodie Mears.
Speaker 2 (00:25):
And together we are the CrodiFiles.
I'm Craig Bryson and I'm JodieMears.
Speaker 1 (00:26):
And together we are the CrodiFiles.
Speaker 2 (00:29):
In this episode we're going to discuss common hurdles
that we've faced as assistantsand give some strategies to
overcome them.
We'll be covering five commonface hurdles that we've heard of
through our High Crodiinitiative.
One of them is going to bemiscommunication.
Another lack of organisation,ignoring technology, poor time
(00:50):
management and ignoring feedback.
We'll discuss the do's and thedon'ts of each area and provide
tips on how to navigate themeffectively.
Friends, without you, there isno tomorrow.
Miscommunication Craig.
Speaker 1 (01:12):
It does happen all the time.
Speaker 2 (01:14):
That's what we were talking about in the earlier
episode, about communicate andcommunicate clear, concise, but
sometimes it gets lost intranslation and what about, from
the executive's point of viewas well, when, when they're
giving their miscommunicationsor lack of communication, I
(01:38):
should say, from the start of ofbuilding that professional
relationship, I think,assumptions yes can be made if
you don't communicateeffectively at the beginning of
a professional relationship,it's important to you know, get
all those questions out, andthat's why we don't believe in
hitting the ground running nobecause you really need to have
(02:00):
time to raise these questions sothat you are set up for success
going forward.
And we don't come 10 steps backto discuss oh, I don't like to
be contacted at six o'clockevery night, or I don't like the
way you do that and you thinkwell, we just you know why are
we 10 years down the line andnow I'm only just finding this
(02:22):
out?
Speaker 1 (02:22):
I agree, I agree, and I did that the first day I
started working with my exec.
I just want to suggest that atthe end of every week I will do
a bullet point email tocommunicate what I've done in
that week, what meetings havegone in on what days, so you
won't have to chase me oh, isthis in?
(02:43):
Has this been done?
As?
As you know, when's this?
He likes that when execs say gospeak to Craig, I want you to
work the same as he does.
They can't, because it's my wayof communicating.
Speaker 2 (02:56):
You can't replicate someone's persona and way of
working they could try, butthey'll end up having their own
way of doing your way yeah,exactly but with the
miscommunication.
another thought that's just cometo me now is, even if you've
been working with an executivefor a long time and you've had
(03:18):
those initial conversations, itdoesn't mean that that's set in
stone and your assumptionsshould be.
That's the way you know they'dlike to be communicated with.
I think revisiting that initialconversation, certain stages of
your time in the role, is quitekey as well, just to see if
anything's changed.
Yeah, you know, you have theright to change your mind.
(03:40):
Yeah, to say actually, you know, circumstances as well change
everything.
Speaker 3 (03:44):
Yeah to say, actually , you know circumstances as well
change everything.
Speaker 2 (03:45):
Yeah, you know we've got a new baby in the house.
You know calling me between thewitching hour, as us parents
call it, between four and seven.
You forget it.
I'd rather work between x and xinstead.
So being up to speed withsituational based changes really
help.
And come back to having thatskill and confidence to say do
(04:07):
you want a quick chat just tosee if anything's changed?
Are you happy?
Speaker 1 (04:11):
some people might leave that until review or
appraisal time yeah, which istoo late because you want to do
it now.
I would like to know.
Now I find that when I firststarted it, it's now changed to
WhatsApp communication.
You know so my exec tends tocommunicate with me more via
WhatsApp and not email, so thatnever was the norm and now it's
(04:36):
changed.
I always like to put my mobileon silence.
I don't want to be checking,but now I tend to use my mobile
because he'll be WhatsApppingwhile he's in a meeting next
door asking can you just getthat printout for me and just
bring it over?
So if I didn't look at mymobile, I wouldn't have known
that he texted me orcommunicated via the WhatsApp
app.
Speaker 2 (04:55):
It's a sign of how quickly the tech is influencing
our profession and it'shappening in such a short space
of time and I don't mean likesix months, I mean 10 years is
still a short space of time.
So this whole role is it'sevolving a very fast pace, even
(05:20):
though the word evolving soundslike a slow you know, evolution
of something happening.
the rate of evolution is reallyquick, so having those
conversations to avoidmiscommunicating is key.
I do the same.
I remember being in a rolewhere the executive asked me to
communicate via WhatsApp and Ithought, oh my God, no, that's
(05:42):
my personal WhatsApp.
No, I don't want to do that.
Why should I?
No, that's my personal what youknow.
Speaker 3 (05:46):
no, I don't want to do that.
You know why should I?
Speaker 2 (05:47):
that's my personal platform.
It's got my picture.
I might put pictures of my mykids up on my profile picture
and you just feel automaticallyyou're invading my privacy.
I did have an incident as well,in that particular circumstance
(06:07):
where it was the early stages ofWhatsApp, where this executive
asked me to use my WhatsApp tocommunicate with a client
Instantly, I just thought Idon't want to do that.
And I was asking surely there'sa business account for WhatsApp
, can't we get that?
(06:27):
No, we can't get it.
This is the way we've alwaysdone it, you know, can you just
do it?
Okay, fine.
And then, lo and behold, myfear came true when, after I'd
communicated with that client,they then took it as an
opportunity to communicate withme inappropriately after hours
(06:48):
because, you do have access tothat person 24 7 on platforms
such as whatsapp.
Yeah, so knowing how to usethings appropriately and again,
communicating.
I knew I didn't want tocommunicate in that way.
Yeah and know, and then youfeel like you've got to maybe
not put up so much of a personalpicture or no picture, but then
(07:08):
fast forward a short space oftime.
I now don't mind using WhatsAppto communicate with my
executive.
Speaker 1 (07:19):
I have to be careful because sometimes when you're
out and you're having a coupleof drinks and you're having a
good time networking and youwant to text your friend, but
your boss has the same name asyour friend and you're taking
photos of a cocktail and yousend it to the wrong person.
You have to be very careful ofthat.
It hasn't happened to me yet.
I've always had that fear.
Who am I talking to, or can Ijust wait till tomorrow?
(07:39):
Absolutely.
Speaker 2 (07:41):
Yeah, absolutely, because it's that readily
available communication thatwill set the situations apart,
it could go left very quickly.
But yeah, I don't get into asituation where miscommunication
is causing a problem.
Set aside, you might do it whenyou're one-to-ones.
(08:03):
Yeah, Weekly check-ins,whatever you do, just to check
has anything changed with thecommunication style, the time,
your availability what aboutlack of organisation?
Yeah, I from who we're talkingabout executive assistants,
virtual assistants, personalassistants are we?
Are we unorganized?
Speaker 1 (08:22):
no, I think sometimes the partners aren't unorganized
and you try trying to mold themto, to have some organization.
It's difficult when you'restuck in a rut.
Speaker 2 (08:33):
Yeah, and it's what they've been used to doing and
you're trying to bring new ways,effective ways, structured ways
of working into the daily life.
Hopefully they're open.
Maybe they've just hired youand they're open to new ways of
working or suggestions.
Speaker 1 (08:54):
Yeah, I tend to use the exec's calendar a lot by
placing deadlines this needs tobe done by this date and
highlighted at the top, and thenI do it like six times it's
tomorrow is the deadline.
Because they keep saying, oh, Idon't know where the deadline
is.
Like you do, look at yourcalendar, it's in there.
I try and make sure thatthey're on top of it and making
(09:18):
them look amazing.
A good strategic EA will beable to make a CEO or an exec
look amazing.
I do find that execs tend toslot stuff in their diaries.
I put 15 minutes in between,but if they put something in and
they're late for the nextmeeting, it tends to have a
(09:40):
domino knock-on effect thattends to make them miss meetings
, arrive late.
It's important to be organized,making sure that you have
breaks in between the meetings,but sometimes it's not always
the case.
Speaker 2 (09:52):
No, no, mine's a mixture, so sometimes it's it's
back to back yeah couldn't itset the five minute buffer time?
Speaker 1 (09:59):
in between meetings.
Speaker 2 (10:01):
Sometimes it is, but I always try to set out the week
as I'm meant to go on and havesome nice blocks and chunks of
time for my executive to recoup,recover, just catch up, because
the calendar isn't a reflectionof their day as such, because
they might need to be going intothe emails or preparing reports
(10:23):
.
But sometimes it can be builtinto the day to put a chunk of
time to build in the reports andto work on feedback and
whatever.
But the organization, if for me, if you treat the calendar as
you would your own calendar andtreat that person on the other
end the same way, that can onlybe a plus.
(10:43):
So, building the breaks,building the lunches, and then
it's up to them if they chooseto say, jodie, it's fine, I
don't want to lunch, just putthat person in and my lunch
break, you've done what you cando in terms of being organized.
If they want to override, that'sfine, that's on them yeah so
scheduling tools, streamliningprocesses and preventing errors
(11:06):
that can work, and ignoring oradopting technology.
I mean, we're exposed and we'vegot so many options at the
moment.
How does it fit in for you inyour professional relationship
with your executive when you areusing scheduling tools?
Have you really adopted the newtechnology?
I know you're going to say ofcourse I have.
Speaker 1 (11:27):
Yes, how much technology has helped with your
organization.
Well, technology and software.
My boss has really taken onsome software.
For example, trello issomething that he started using
and I'm like, wow, that is aWell done, I know.
And I just thought, yes, andjust having that 15 minutes of
training showing him how to doit, this is what we could do,
(11:49):
this is how we can do it when Ipop something in here, and he's
embraced that and he's reallyjust gone with it and he's's
saying I can do more now than Iused to, but I've been saying
that for like months and months,but now he's he's taking that
step.
Speaker 2 (12:05):
He isn't, he's not going to be looking back, which
is great so that's key in termsof not everyone moves at the
same time.
Sometimes it takes people a lotlonger than others to see the
benefit in tools and technologyaiding their role.
Speaker 1 (12:21):
I agree.
Speaker 2 (12:22):
It depends what mindset they're in, that's true.
You know, do they want to justcontinue working the way they're
working, in a much slower pace?
And then you'll get people whowant to push forward and will
embrace new things and are ableto push teams objectives and
company goals a lot quickerbecause they are adopting new
processes.
Speaker 1 (12:43):
Yeah.
Speaker 2 (12:44):
So how do you align yourself with that and the use
of it in the office?
Do you give us an example ofhow that's kind of helped you?
Speaker 1 (12:52):
process.
Oh, yes, onenote.
I use it because I have a lotof projects and working on
different projects, differentclients, all their information
in one place and you can sharethat with them.
So emails have got less betweenus because he can actually see
live what I've added in thatpage on that client and what
(13:12):
meetings has gone into that.
He's been sharing that withother partners and the other
partners have come over to meand say could you please show me
and do you have a tutorial onhow I can do that?
It's like wildfire.
I've had three other execssaying oh, can you show my EA
how to do that?
I'm sure she knows how to usethat.
The reason why the EAs don'tuse it with their partners?
(13:33):
Because the partners need toget updated with their software
skills and they try to make itas easy as for that partner to
understand or get through theday on how to work together.
I think that is the issue withthe partner not being able to
learn software quicker, as EAsneed to.
Speaker 2 (13:51):
You almost need like a combined lunch and learn
session for your executives andtheir assistants.
To just bring them up to speed,we get a lot of courses,
webinars, lunch and learnsessions for the assistant.
But, my question would be doesthat get relayed back to the
(14:12):
organization or the executive tosay this is what I learned
today and this is what I need toimplement?
Yes.
To say this is what I learnedtoday and this is what I need to
implement?
Yes, because I know for a factnow from working with other
assistants that they keep thatto themselves.
They don't necessarilyimplement what they learn, which
is then causing a little bit ofa sticking point in the cog of
(14:32):
progress.
Speaker 1 (14:33):
I agree, I totally agree.
Does that happen?
It happens a lot, yeah, yeah, Ihave set up sort of lunch and
loans for half an hour withother EAs to show them that
there are other softwares to use.
It boils down to the EA If theychoose to use it or not use it.
Speaker 2 (14:49):
Yeah, going back to our show title, then Mastering
the Common AdministrativeAssistant Hurdles, hurdles.
Another one that we've beennoticing that's coming into the
inbox in a high-crowdy questionin the profession generally is
ignoring feedback.
Let's discuss ignoring feedbackand how that can help or hinder
(15:10):
your professional development,and what are some strategies and
solutions for feedback ingeneral.
Speaker 1 (15:16):
I think feedback is great, but how you deliver, it
is important.
Speaker 2 (15:20):
Definitely.
Speaker 1 (15:21):
Yeah, and some people think it's somebody's
criticizing them.
Any feedback is a good start.
Speaker 2 (15:28):
You do open yourself up, don't you?
Yeah, when you push that buttonof request 360 feedback, you
think oh God please be nice can.
I brief you on how I want youto respond that's always
tempting to me what I've justsent you.
What I mean, what I need you todo, is it's always a bit of a
risk.
Yeah, but when you view risk ina different way, is it more
(15:53):
risky not asking for thefeedback?
Speaker 1 (15:56):
yeah, it's true.
I always want, always wantfeedback, even if it's positive
or negative.
How am I supposed to developmyself if I don't know what is
wrong or what is right or whatI'm doing well, and I think it's
really important.
I did this mistake.
I lack on attention to details.
Then you know what thefeedback's going to be like.
Why don't you start working onthat?
(16:18):
And you won't get sized aboutthis information, because you
know it.
You know what the feedback'sgoing to be like.
Why don't you start working onthat?
And you won't get sized aboutthis information?
Because you know what you'regoing to have the feedback, what
it is going to be like.
Speaker 2 (16:24):
So you're evaluating yourself before you're asking
others to evaluate you yes.
So having that criticalthinking skill, which a lot of
assistants do possess.
I think it's the natural thingthat we do possess.
But how many of us do actuallytap into that skill of critical
thinking and being able toanalyze what I did well, what I
(16:46):
didn't do so well?
And then let me go and ask forfeedback on the things that I
didn't do so well, just to checkthat that is their thinking
also, that you haven't gone offon a tangent in your head.
And, of course, asking for thefeedback of what did I do well?
Speaker 1 (17:04):
We never get that.
It's funny how we always getthe you did this wrong, this
wrong, and everybody remembersall what you've done wrong, but
anything that you've done, well,oh, it was great, and you never
get the in-depth of how greatit was.
As humans, we are the worstcritics for ourselves.
We hammer ourselves and we needto be more kinder to ourselves.
Speaker 2 (17:24):
The approach.
Going back to the approach,then we've been talking a lot
about timing, tone and turf.
I've contributed on LinkedInaround this topic as well.
I think it's quite importantand, as our the whole ethos
suggests, sharing the knowledge.
It's something that's beenreally easy for me to remember.
(17:45):
I don't know about you, butthere's so many acronyms and
matrix to think about that havecertain you know acronyms that
when you see it in a trainingcourse or a webinar, you think,
oh my God, that's so good, letme try and remember that.
And then, in the moment whenyou need it, you think what was
the blooming word that is brokendown into six letters.
(18:08):
I find it really hard to access,but the one thing I haven't had
a problem with is the TTT.
Speaker 1 (18:14):
What is the TTT?
Speaker 2 (18:16):
The timing, the tone and the turf.
I've drummed that into myself.
That's been really useful inpretty much any situation coming
up with strategies to deal withthings at work, but also at
home.
Just remembering there's a timeand a place and a way to say
everything.
Anything.
Yeah, you've just got to stepback, take a breath and think
(18:38):
about what you're going to saynext.
Think about how that's going tobe.
Think about what you're goingto say next.
Think about how that's going tobe delivered by you, but also
how is it going to land?
Speaker 1 (18:47):
Yeah, and who's in the room?
So you have to read the room.
Definitely Is this the righttime for this conversation.
Speaker 2 (18:53):
Yeah, yes, you want to say it now and in your mind.
I need to get this off my chest.
This is bothering me.
Or I need to tell you aboutsomething right now, but in me.
Or I need to tell you aboutsomething right now, but is this
the right time for that pieceof information to land as you
wanted it to land?
yeah have you got any strategiesaround that in general?
Just think of an example thatmight have prevented you from
(19:16):
getting your message across.
Where you haven't necessarilythought about is is it the right
place, the right time, the timein tone and turf?
Speaker 1 (19:23):
It's difficult.
Well, if it's a work thing, Iwould ask somebody to go.
Let's go for lunch, let's gofor a coffee.
If it's with friends.
Do you want to have a catch up?
It has to be the time.
Speaker 2 (19:36):
And if you were busy in the board meeting and you
have a bone to pick with yourexec you don't do in front of
the whole board members andsaying, oh, this is what you did
and this is not how I work.
That is the wrong place, wrongtime, isn't it?
Yeah, I've been doing a lot ofthis recently which hopefully
would help in terms of astrategy is when I've got things
(19:57):
on my mind.
I do just want to get it off mymind, because that to-do list
and that reminder list just getslonger and longer and longer
and there's never the right timeto communicate.
I will use elements of thetechnology and tools we have
available to maybe say what Ineed to say, structure it
correctly, think about how it'sgoing to land with the recipient
(20:19):
, but just delay the timing.
So, with one thing thatimmediately comes to mind right
now is in Microsoft Teams, inthe messaging, you can right
click on the send arrow and justdelay the time.
I've got loads of things.
I've got so many questions andloads of things to say to my
executive, but I'm alreadyforward thinking and, seeing
(20:43):
that he's in a client meeting orhe's in a board meeting, this
is not the right time for me toflag x, y and z to him.
It's not the right time, jodie,but I still want to get it off
my chest, so I'll use those,those elements, those tools that
are available to just delay themessage and then send it at 5,
(21:04):
30 or send it during the breakin the workshop and allow it to
go through at the right time.
I know it's going to bereceived at the right time.
To give me the response I want,rather than a straight ignore
yeah, because it's the wrongtime.
Yeah, or a quick okay thanksbecause it's the wrong time.
Or a quick okay thanks becauseit's the wrong time To draw out
(21:27):
the response you're looking for.
I've really been thinking aboutthe timing of everything
recently.
The Crowdy Files is brought toyou by Autograph Events, our
show sponsors.
Autograph Events are theexperts in providing a complete
event management solution, fromfree global venue finding
(21:48):
through to full on-site eventmanagement, executive away days,
team building and off-sitemeetings.
They can help us plan it all.
They offer that extra pair ofhands, a bit like the
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The best part is theyunderstand how we like to work.
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(22:13):
quoting crodi files 2023 to findout how they can help you plan
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Please see our website,craigandjodiecom.
Next, we have a listenerquestion.
Thank you so much for sendingthis one in.
This really resonates with bothof us as well.
Speaker 3 (22:36):
Hi Crodi.
I am an EA of 10 years and Ilove my role.
I have attended time managementcourses in the past but cannot
seem to implement the tips whenI get back to my desk.
I have to juggle all of thetime which I've learned to do To
answer our listener question.
Speaker 2 (22:53):
we have a fabulous contributor that we would love
to introduce to you AbigailBarnes Barnes.
Abigail is the founder and CEOof Success by Design Training,
an award-winning entrepreneur,author, speaker and corporate
trainer on time management andproductivity well-being.
She is a qualified coach andcreator of the renowned 888
(23:20):
formula and host of the TimeManagement Podcast.
Speaker 4 (23:21):
Hello Crodi Files podcast.
Abigail Barnes here fromSuccess by Design Training, so
excited to be answering thisquestion today.
Before I dive into the answer,I want to give some context.
Now, what I heard was how do Iretain this information before I
get back to my desk?
So, before you get back to yourdesk, this is what I would
(23:43):
recommend that you do.
Question number one you askyourself why did I attend that
training?
Why did I attend that training?
Then, step one write down alist of five things that you
took away from that training.
Now, step number two you arelooking for overlaps.
(24:05):
You attended that training I'massuming if it was time
management because you have timemanagement problems or
challenges.
What are they?
Write them down and thencompare your time management
problems or challenges with thetop takeaways that you got from
that training and look for theoverlaps.
Step number three once you havegot one overlap, so the thing
(24:32):
that is going to solve yourproblem the most, the thing that
is going to address yourbiggest time management
challenge that you have rightnow, what could you achieve
today?
Apply that knowledge and do allof this before you get back to
your desk, because careerdevelopment, which is really how
(24:57):
we are progressing through life, is about applying what we know
to what we do.
It's this information, turningthis information into
application, and once we do this, then we own the knowledge that
we have learned.
Obviously, when we get back toour desk, all of the things, all
(25:19):
of the problems, all of thechallenges that we were looking
for this training to provide uswith a solution to are still
going to be there.
So we need to create that newplan, that new process before we
get back to our desk, so thatour work can then start feeling
less like juggling and more likesequencing and more like
(25:44):
sequencing.
This is what I teach when itcomes to time management how you
can sequence and schedule yourtasks rather than feeling like
you're constantly fighting fires, juggling, juggling, juggling.
Can't wait to hear what youtake away from this answer and I
look forward to catching upwith you all somewhere online or
in person, soon.
Take care.
Speaker 2 (26:03):
Well, thank you so much, Abigail.
That was really helpful.
I've taken away lots there aswell.
If you want to learn more aboutwhat Abigail does, you can find
more information in the shownotes on our social media posts
and also some details of Abigailon our website 100% agree.
Speaker 1 (26:22):
I get frustrated when your exec doesn't reply to your
email.
You know he's read it and it'sbeen in his inbox for three
hours.
Then if you look at hiscalendar you can see that he's
been in a client board meetingor a pitch meeting for like two,
three hours and he's justquickly looked to see if there
was something urgent.
I totally agree that it has tobe timed perfectly using all the
(26:46):
software that you can and youknow which one he's going to.
If he's not going to respond onthe email, go to WhatsApp.
But also check where he is aton the calendar.
Speaker 2 (26:55):
Definitely so.
The tone part of the TTT modelcomes down to communication,
which is something we're allnaturally good at, and it is the
key to success when our ongoingrole ensuring that
communication is clear iseffective and you get the
response.
You need Turf, as we said,that's more of the environment.
(27:17):
Pick your moment Is it inperson?
Can this information bedelivered virtually over a call,
or do you want to book a timeslot to try and go into the
office and have thatface-to-face?
Speaker 1 (27:32):
I would suggest not doing it in an open, planned
office with all your colleaguesand peers, and if your boss is
upset with something, shoutingit across you where everybody
can hear oh, you've done thiswrong.
Oh, I think that for me, whatis happening here?
Shouldn't you be taking herinto a meeting room and then
(27:53):
telling her, but throwing it outin front of everybody, I just
yeah, that is also.
Speaker 2 (27:58):
That's a situation that's not appropriate at all,
and again it comes down to who'sgoing to tell that person that
that's.
Speaker 1 (28:07):
Wrong.
Speaker 2 (28:08):
Yeah, it's not the dumb thing to do, you know,
unless they're told in thatsituation, try and find
somewhere, private, hopefully,especially with leaders.
You would hope that they wouldcotton on to that.
Yeah, yeah, it sounds like,you've got a bit of an
experience in your mind there, Idid back in the past, but not
now.
Speaker 1 (28:26):
But I'm just.
But it's not happened to me.
I can see it happening to otherEAs.
I'm at an age now that Iwouldn't take that.
If you are in a situation likethat, I would speak to HR and
ask how do I deal with this?
I've just been shouted at theworking environment about
something that not everybodyshould have heard, and she or he
will be able to advise you on away to deal with that.
Speaker 2 (28:50):
Definitely so.
Have you got any examples orstrategies to turn that
constructive criticism intosomething really positive?
Has there ever been a situationwhere you've been able to turn
things around?
Speaker 1 (29:05):
In what context?
Speaker 2 (29:07):
Any context in the office when we've received a
piece of information and it's alittle bit.
Speaker 1 (29:12):
Oh, a little bit sharp.
How have?
Speaker 2 (29:14):
you turned that around.
Speaker 1 (29:16):
I would take notes on that.
I would really break it downand go what have I done wrong?
I know he's told me this hashappened.
I get all heated up and I getanxious and I'm sort of worried,
but I just have to step out andgo for a walk, calm down and
then accept it and then I get.
(29:37):
Okay, I can see where I've gonewrong.
I think I would rather havethat than nothing and it keeps
going on.
I would definitely sit down andhighlight it and put a post-it
right on there don't do this,don't do that.
And I start bettering myself bytaking it on board and I get
okay.
Fine, I don't see that, becauseother people see what you don't
(29:59):
see.
Speaker 2 (30:00):
They do yeah, yeah.
In the moment it is a littlebit shocking, you think oh God,
sorry, you know, I didn'trealize.
But then I will flip that anduse it to my advantage.
Speaker 3 (30:12):
Oh.
Speaker 2 (30:13):
To display and produce what they want to see
from me in the future and thenbring that up at appraisal time.
Speaker 1 (30:21):
Oh, okay.
Speaker 2 (30:22):
This is how I flipped it.
Speaker 1 (30:24):
Okay.
Speaker 2 (30:24):
And use that to my advantage.
Speaker 1 (30:26):
So taking that critic and say this is what I had from
last year.
Speaker 3 (30:30):
Yep.
Speaker 1 (30:31):
And this is how I've improved it.
Speaker 2 (30:32):
And an example of how that feedback has turned to my
advantage.
And now I'm bringing that up inthat end of year review.
That is a great point as wellas you know, you're logging all
the wonderful things that you'vedone all year.
Speaker 1 (30:46):
Oh yeah.
Speaker 2 (30:47):
But I think for me, when I include those moments of
feedback into my review, it'slanded really well in terms of
personal progression.
Speaker 1 (30:59):
Great.
Because I've been able to learnfrom not so much mistakes
mistakes are dealt with andrectified usually there and then
but when I've learned from asituation that has not been
quite the standard or quite theway the organization prefers
yeah and then I've flipped it,done something with it and even
(31:20):
made it better, and then choosethe moment again that the turf
choose your moment to flip itright back to them just hearing
you say that it reminds me of ofall the the negative or the
feedback that's not been sopositive that I've received have
become my strengths Definitely,because I now know I have the
(31:43):
knowledge of what I've donewrong.
I've now moved on from therebecause knowledge is power and
building on that.
But if you don't know, how areyou going to build on that and
help you to move forward?
Speaker 2 (31:58):
Or you're ignoring it .
Speaker 1 (32:00):
Some people tend to put their head in the sand and
just like oh.
Speaker 2 (32:03):
They might be affected, but they're so fixated
with the way they work.
Speaker 3 (32:08):
Yeah.
Speaker 2 (32:09):
That ignoring it is also just as detrimental.
Definitely Same thing.
But responding or notresponding or making it better
or turning things around.
Responding or making it betteror turning things around yeah,
so for me that strategy or thatsolution for the feedback is
highlight it as a success storyyeah at the appropriate time
(32:30):
when it's going to beadvantageous to you.
Please like and subscribe soyou won't miss an episode, and
why not share your thoughts withus on our LinkedIn page, the
CrodiFiles, or visitcraigandjodiecom.
Speaker 1 (32:49):
I'm Craig Bryson.
Speaker 2 (32:50):
And I'm Jodie Mears and together we are the
CrodiFiles.
Speaker 1 (32:55):
This episode was brought to you by Autograph
Events, our sponsor.
This episode was brought to you by Autograph
Events, our sponsor.
Speaker 2 (00:21):
Thank you for tuning in to the Crowdy Files.
Speaker 1 (00:23):
I'm Craig Bryson and I'm Jodie Mears.
Speaker 2 (00:25):
And together we are the CrodiFiles.
I'm Craig Bryson and I'm JodieMears.
Speaker 1 (00:26):
And together we are the CrodiFiles.
Speaker 2 (00:29):
In this episode we're going to discuss common hurdles
that we've faced as assistantsand give some strategies to
overcome them.
We'll be covering five commonface hurdles that we've heard of
through our High Crodiinitiative.
One of them is going to bemiscommunication.
Another lack of organisation,ignoring technology, poor time
(00:50):
management and ignoring feedback.
We'll discuss the do's and thedon'ts of each area and provide
tips on how to navigate themeffectively.
Friends, without you, there isno tomorrow.
Miscommunication Craig.
Speaker 1 (01:12):
It does happen all the time.
Speaker 2 (01:14):
That's what we were talking about in the earlier
episode, about communicate andcommunicate clear, concise, but
sometimes it gets lost intranslation and what about, from
the executive's point of viewas well, when, when they're
giving their miscommunicationsor lack of communication, I
(01:38):
should say, from the start of ofbuilding that professional
relationship, I think,assumptions yes can be made if
you don't communicateeffectively at the beginning of
a professional relationship,it's important to you know, get
all those questions out, andthat's why we don't believe in
hitting the ground running nobecause you really need to have
(02:00):
time to raise these questions sothat you are set up for success
going forward.
And we don't come 10 steps backto discuss oh, I don't like to
be contacted at six o'clockevery night, or I don't like the
way you do that and you thinkwell, we just you know why are
we 10 years down the line andnow I'm only just finding this
(02:22):
out?
Speaker 1 (02:22):
I agree, I agree, and I did that the first day I
started working with my exec.
I just want to suggest that atthe end of every week I will do
a bullet point email tocommunicate what I've done in
that week, what meetings havegone in on what days, so you
won't have to chase me oh, isthis in?
(02:43):
Has this been done?
As?
As you know, when's this?
He likes that when execs say gospeak to Craig, I want you to
work the same as he does.
They can't, because it's my wayof communicating.
Speaker 2 (02:56):
You can't replicate someone's persona and way of
working they could try, butthey'll end up having their own
way of doing your way yeah,exactly but with the
miscommunication.
another thought that's just cometo me now is, even if you've
been working with an executivefor a long time and you've had
(03:18):
those initial conversations, itdoesn't mean that that's set in
stone and your assumptionsshould be.
That's the way you know they'dlike to be communicated with.
I think revisiting that initialconversation, certain stages of
your time in the role, is quitekey as well, just to see if
anything's changed.
Yeah, you know, you have theright to change your mind.
(03:40):
Yeah, to say actually, you know, circumstances as well change
everything.
Speaker 3 (03:44):
Yeah to say, actually , you know circumstances as well
change everything.
Speaker 2 (03:45):
Yeah, you know we've got a new baby in the house.
You know calling me between thewitching hour, as us parents
call it, between four and seven.
You forget it.
I'd rather work between x and xinstead.
So being up to speed withsituational based changes really
help.
And come back to having thatskill and confidence to say do
(04:07):
you want a quick chat just tosee if anything's changed?
Are you happy?
Speaker 1 (04:11):
some people might leave that until review or
appraisal time yeah, which istoo late because you want to do
it now.
I would like to know.
Now I find that when I firststarted it, it's now changed to
WhatsApp communication.
You know so my exec tends tocommunicate with me more via
WhatsApp and not email, so thatnever was the norm and now it's
(04:36):
changed.
I always like to put my mobileon silence.
I don't want to be checking,but now I tend to use my mobile
because he'll be WhatsApppingwhile he's in a meeting next
door asking can you just getthat printout for me and just
bring it over?
So if I didn't look at mymobile, I wouldn't have known
that he texted me orcommunicated via the WhatsApp
app.
Speaker 2 (04:55):
It's a sign of how quickly the tech is influencing
our profession and it'shappening in such a short space
of time and I don't mean likesix months, I mean 10 years is
still a short space of time.
So this whole role is it'sevolving a very fast pace, even
(05:20):
though the word evolving soundslike a slow you know, evolution
of something happening.
the rate of evolution is reallyquick, so having those
conversations to avoidmiscommunicating is key.
I do the same.
I remember being in a rolewhere the executive asked me to
communicate via WhatsApp and Ithought, oh my God, no, that's
(05:42):
my personal WhatsApp.
No, I don't want to do that.
Why should I?
No, that's my personal what youknow.
Speaker 3 (05:46):
no, I don't want to do that.
You know why should I?
Speaker 2 (05:47):
that's my personal platform.
It's got my picture.
I might put pictures of my mykids up on my profile picture
and you just feel automaticallyyou're invading my privacy.
I did have an incident as well,in that particular circumstance
(06:07):
where it was the early stages ofWhatsApp, where this executive
asked me to use my WhatsApp tocommunicate with a client
Instantly, I just thought Idon't want to do that.
And I was asking surely there'sa business account for WhatsApp
, can't we get that?
(06:27):
No, we can't get it.
This is the way we've alwaysdone it, you know, can you just
do it?
Okay, fine.
And then, lo and behold, myfear came true when, after I'd
communicated with that client,they then took it as an
opportunity to communicate withme inappropriately after hours
(06:48):
because, you do have access tothat person 24 7 on platforms
such as whatsapp.
Yeah, so knowing how to usethings appropriately and again,
communicating.
I knew I didn't want tocommunicate in that way.
Yeah and know, and then youfeel like you've got to maybe
not put up so much of a personalpicture or no picture, but then
(07:08):
fast forward a short space oftime.
I now don't mind using WhatsAppto communicate with my
executive.
Speaker 1 (07:19):
I have to be careful because sometimes when you're
out and you're having a coupleof drinks and you're having a
good time networking and youwant to text your friend, but
your boss has the same name asyour friend and you're taking
photos of a cocktail and yousend it to the wrong person.
You have to be very careful ofthat.
It hasn't happened to me yet.
I've always had that fear.
Who am I talking to, or can Ijust wait till tomorrow?
(07:39):
Absolutely.
Speaker 2 (07:41):
Yeah, absolutely, because it's that readily
available communication thatwill set the situations apart,
it could go left very quickly.
But yeah, I don't get into asituation where miscommunication
is causing a problem.
Set aside, you might do it whenyou're one-to-ones.
(08:03):
Yeah, Weekly check-ins,whatever you do, just to check
has anything changed with thecommunication style, the time,
your availability what aboutlack of organisation?
Yeah, I from who we're talkingabout executive assistants,
virtual assistants, personalassistants are we?
Are we unorganized?
Speaker 1 (08:22):
no, I think sometimes the partners aren't unorganized
and you try trying to mold themto, to have some organization.
It's difficult when you'restuck in a rut.
Speaker 2 (08:33):
Yeah, and it's what they've been used to doing and
you're trying to bring new ways,effective ways, structured ways
of working into the daily life.
Hopefully they're open.
Maybe they've just hired youand they're open to new ways of
working or suggestions.
Speaker 1 (08:54):
Yeah, I tend to use the exec's calendar a lot by
placing deadlines this needs tobe done by this date and
highlighted at the top, and thenI do it like six times it's
tomorrow is the deadline.
Because they keep saying, oh, Idon't know where the deadline
is.
Like you do, look at yourcalendar, it's in there.
I try and make sure thatthey're on top of it and making
(09:18):
them look amazing.
A good strategic EA will beable to make a CEO or an exec
look amazing.
I do find that execs tend toslot stuff in their diaries.
I put 15 minutes in between,but if they put something in and
they're late for the nextmeeting, it tends to have a
(09:40):
domino knock-on effect thattends to make them miss meetings
, arrive late.
It's important to be organized,making sure that you have
breaks in between the meetings,but sometimes it's not always
the case.
Speaker 2 (09:52):
No, no, mine's a mixture, so sometimes it's it's
back to back yeah couldn't itset the five minute buffer time?
Speaker 1 (09:59):
in between meetings.
Speaker 2 (10:01):
Sometimes it is, but I always try to set out the week
as I'm meant to go on and havesome nice blocks and chunks of
time for my executive to recoup,recover, just catch up, because
the calendar isn't a reflectionof their day as such, because
they might need to be going intothe emails or preparing reports
(10:23):
.
But sometimes it can be builtinto the day to put a chunk of
time to build in the reports andto work on feedback and
whatever.
But the organization, if for me, if you treat the calendar as
you would your own calendar andtreat that person on the other
end the same way, that can onlybe a plus.
(10:43):
So, building the breaks,building the lunches, and then
it's up to them if they chooseto say, jodie, it's fine, I
don't want to lunch, just putthat person in and my lunch
break, you've done what you cando in terms of being organized.
If they want to override, that'sfine, that's on them yeah so
scheduling tools, streamliningprocesses and preventing errors
(11:06):
that can work, and ignoring oradopting technology.
I mean, we're exposed and we'vegot so many options at the
moment.
How does it fit in for you inyour professional relationship
with your executive when you areusing scheduling tools?
Have you really adopted the newtechnology?
I know you're going to say ofcourse I have.
Speaker 1 (11:27):
Yes, how much technology has helped with your
organization.
Well, technology and software.
My boss has really taken onsome software.
For example, trello issomething that he started using
and I'm like, wow, that is aWell done, I know.
And I just thought, yes, andjust having that 15 minutes of
training showing him how to doit, this is what we could do,
(11:49):
this is how we can do it when Ipop something in here, and he's
embraced that and he's reallyjust gone with it and he's's
saying I can do more now than Iused to, but I've been saying
that for like months and months,but now he's he's taking that
step.
Speaker 2 (12:05):
He isn't, he's not going to be looking back, which
is great so that's key in termsof not everyone moves at the
same time.
Sometimes it takes people a lotlonger than others to see the
benefit in tools and technologyaiding their role.
Speaker 1 (12:21):
I agree.
Speaker 2 (12:22):
It depends what mindset they're in, that's true.
You know, do they want to justcontinue working the way they're
working, in a much slower pace?
And then you'll get people whowant to push forward and will
embrace new things and are ableto push teams objectives and
company goals a lot quickerbecause they are adopting new
processes.
Speaker 1 (12:43):
Yeah.
Speaker 2 (12:44):
So how do you align yourself with that and the use
of it in the office?
Do you give us an example ofhow that's kind of helped you?
Speaker 1 (12:52):
process.
Oh, yes, onenote.
I use it because I have a lotof projects and working on
different projects, differentclients, all their information
in one place and you can sharethat with them.
So emails have got less betweenus because he can actually see
live what I've added in thatpage on that client and what
(13:12):
meetings has gone into that.
He's been sharing that withother partners and the other
partners have come over to meand say could you please show me
and do you have a tutorial onhow I can do that?
It's like wildfire.
I've had three other execssaying oh, can you show my EA
how to do that?
I'm sure she knows how to usethat.
The reason why the EAs don'tuse it with their partners?
(13:33):
Because the partners need toget updated with their software
skills and they try to make itas easy as for that partner to
understand or get through theday on how to work together.
I think that is the issue withthe partner not being able to
learn software quicker, as EAsneed to.
Speaker 2 (13:51):
You almost need like a combined lunch and learn
session for your executives andtheir assistants.
To just bring them up to speed,we get a lot of courses,
webinars, lunch and learnsessions for the assistant.
But, my question would be doesthat get relayed back to the
(14:12):
organization or the executive tosay this is what I learned
today and this is what I need toimplement?
Yes.
To say this is what I learnedtoday and this is what I need to
implement?
Yes, because I know for a factnow from working with other
assistants that they keep thatto themselves.
They don't necessarilyimplement what they learn, which
is then causing a little bit ofa sticking point in the cog of
(14:32):
progress.
Speaker 1 (14:33):
I agree, I totally agree.
Does that happen?
It happens a lot, yeah, yeah, Ihave set up sort of lunch and
loans for half an hour withother EAs to show them that
there are other softwares to use.
It boils down to the EA If theychoose to use it or not use it.
Speaker 2 (14:49):
Yeah, going back to our show title, then Mastering
the Common AdministrativeAssistant Hurdles, hurdles.
Another one that we've beennoticing that's coming into the
inbox in a high-crowdy questionin the profession generally is
ignoring feedback.
Let's discuss ignoring feedbackand how that can help or hinder
(15:10):
your professional development,and what are some strategies and
solutions for feedback ingeneral.
Speaker 1 (15:16):
I think feedback is great, but how you deliver, it
is important.
Speaker 2 (15:20):
Definitely.
Speaker 1 (15:21):
Yeah, and some people think it's somebody's
criticizing them.
Any feedback is a good start.
Speaker 2 (15:28):
You do open yourself up, don't you?
Yeah, when you push that buttonof request 360 feedback, you
think oh God please be nice can.
I brief you on how I want youto respond that's always
tempting to me what I've justsent you.
What I mean, what I need you todo, is it's always a bit of a
risk.
Yeah, but when you view risk ina different way, is it more
(15:53):
risky not asking for thefeedback?
Speaker 1 (15:56):
yeah, it's true.
I always want, always wantfeedback, even if it's positive
or negative.
How am I supposed to developmyself if I don't know what is
wrong or what is right or whatI'm doing well, and I think it's
really important.
I did this mistake.
I lack on attention to details.
Then you know what thefeedback's going to be like.
Why don't you start working onthat?
(16:18):
And you won't get sized aboutthis information, because you
know it.
You know what the feedback'sgoing to be like.
Why don't you start working onthat?
And you won't get sized aboutthis information?
Because you know what you'regoing to have the feedback, what
it is going to be like.
Speaker 2 (16:24):
So you're evaluating yourself before you're asking
others to evaluate you yes.
So having that criticalthinking skill, which a lot of
assistants do possess.
I think it's the natural thingthat we do possess.
But how many of us do actuallytap into that skill of critical
thinking and being able toanalyze what I did well, what I
(16:46):
didn't do so well?
And then let me go and ask forfeedback on the things that I
didn't do so well, just to checkthat that is their thinking
also, that you haven't gone offon a tangent in your head.
And, of course, asking for thefeedback of what did I do well?
Speaker 1 (17:04):
We never get that.
It's funny how we always getthe you did this wrong, this
wrong, and everybody remembersall what you've done wrong, but
anything that you've done, well,oh, it was great, and you never
get the in-depth of how greatit was.
As humans, we are the worstcritics for ourselves.
We hammer ourselves and we needto be more kinder to ourselves.
Speaker 2 (17:24):
The approach.
Going back to the approach,then we've been talking a lot
about timing, tone and turf.
I've contributed on LinkedInaround this topic as well.
I think it's quite importantand, as our the whole ethos
suggests, sharing the knowledge.
It's something that's beenreally easy for me to remember.
(17:45):
I don't know about you, butthere's so many acronyms and
matrix to think about that havecertain you know acronyms that
when you see it in a trainingcourse or a webinar, you think,
oh my God, that's so good, letme try and remember that.
And then, in the moment whenyou need it, you think what was
the blooming word that is brokendown into six letters.
(18:08):
I find it really hard to access,but the one thing I haven't had
a problem with is the TTT.
Speaker 1 (18:14):
What is the TTT?
Speaker 2 (18:16):
The timing, the tone and the turf.
I've drummed that into myself.
That's been really useful inpretty much any situation coming
up with strategies to deal withthings at work, but also at
home.
Just remembering there's a timeand a place and a way to say
everything.
Anything.
Yeah, you've just got to stepback, take a breath and think
(18:38):
about what you're going to saynext.
Think about how that's going tobe.
Think about what you're goingto say next.
Think about how that's going tobe delivered by you, but also
how is it going to land?
Speaker 1 (18:47):
Yeah, and who's in the room?
So you have to read the room.
Definitely Is this the righttime for this conversation.
Speaker 2 (18:53):
Yeah, yes, you want to say it now and in your mind.
I need to get this off my chest.
This is bothering me.
Or I need to tell you aboutsomething right now, but in me.
Or I need to tell you aboutsomething right now, but is this
the right time for that pieceof information to land as you
wanted it to land?
yeah have you got any strategiesaround that in general?
Just think of an example thatmight have prevented you from
(19:16):
getting your message across.
Where you haven't necessarilythought about is is it the right
place, the right time, the timein tone and turf?
Speaker 1 (19:23):
It's difficult.
Well, if it's a work thing, Iwould ask somebody to go.
Let's go for lunch, let's gofor a coffee.
If it's with friends.
Do you want to have a catch up?
It has to be the time.
Speaker 2 (19:36):
And if you were busy in the board meeting and you
have a bone to pick with yourexec you don't do in front of
the whole board members andsaying, oh, this is what you did
and this is not how I work.
That is the wrong place, wrongtime, isn't it?
Yeah, I've been doing a lot ofthis recently which hopefully
would help in terms of astrategy is when I've got things
(19:57):
on my mind.
I do just want to get it off mymind, because that to-do list
and that reminder list just getslonger and longer and longer
and there's never the right timeto communicate.
I will use elements of thetechnology and tools we have
available to maybe say what Ineed to say, structure it
correctly, think about how it'sgoing to land with the recipient
(20:19):
, but just delay the timing.
So, with one thing thatimmediately comes to mind right
now is in Microsoft Teams, inthe messaging, you can right
click on the send arrow and justdelay the time.
I've got loads of things.
I've got so many questions andloads of things to say to my
executive, but I'm alreadyforward thinking and, seeing
(20:43):
that he's in a client meeting orhe's in a board meeting, this
is not the right time for me toflag x, y and z to him.
It's not the right time, jodie,but I still want to get it off
my chest, so I'll use those,those elements, those tools that
are available to just delay themessage and then send it at 5,
(21:04):
30 or send it during the breakin the workshop and allow it to
go through at the right time.
I know it's going to bereceived at the right time.
To give me the response I want,rather than a straight ignore
yeah, because it's the wrongtime.
Yeah, or a quick okay thanksbecause it's the wrong time.
Or a quick okay thanks becauseit's the wrong time To draw out
(21:27):
the response you're looking for.
I've really been thinking aboutthe timing of everything
recently.
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The best part is theyunderstand how we like to work.
They understand our role.
So for more information, emailevents at autograph-eventscouk,
(22:13):
quoting crodi files 2023 to findout how they can help you plan
your next event and for yourpersonal reward, terms and
conditions apply.
Please see our website,craigandjodiecom.
Next, we have a listenerquestion.
Thank you so much for sendingthis one in.
This really resonates with bothof us as well.
Speaker 3 (22:36):
Hi Crodi.
I am an EA of 10 years and Ilove my role.
I have attended time managementcourses in the past but cannot
seem to implement the tips whenI get back to my desk.
I have to juggle all of thetime which I've learned to do To
answer our listener question.
Speaker 2 (22:53):
we have a fabulous contributor that we would love
to introduce to you AbigailBarnes Barnes.
Abigail is the founder and CEOof Success by Design Training,
an award-winning entrepreneur,author, speaker and corporate
trainer on time management andproductivity well-being.
She is a qualified coach andcreator of the renowned 888
(23:20):
formula and host of the TimeManagement Podcast.
Speaker 4 (23:21):
Hello Crodi Files podcast.
Abigail Barnes here fromSuccess by Design Training, so
excited to be answering thisquestion today.
Before I dive into the answer,I want to give some context.
Now, what I heard was how do Iretain this information before I
get back to my desk?
So, before you get back to yourdesk, this is what I would
(23:43):
recommend that you do.
Question number one you askyourself why did I attend that
training?
Why did I attend that training?
Then, step one write down alist of five things that you
took away from that training.
Now, step number two you arelooking for overlaps.
(24:05):
You attended that training I'massuming if it was time
management because you have timemanagement problems or
challenges.
What are they?
Write them down and thencompare your time management
problems or challenges with thetop takeaways that you got from
that training and look for theoverlaps.
Step number three once you havegot one overlap, so the thing
(24:32):
that is going to solve yourproblem the most, the thing that
is going to address yourbiggest time management
challenge that you have rightnow, what could you achieve
today?
Apply that knowledge and do allof this before you get back to
your desk, because careerdevelopment, which is really how
(24:57):
we are progressing through life, is about applying what we know
to what we do.
It's this information, turningthis information into
application, and once we do this, then we own the knowledge that
we have learned.
Obviously, when we get back toour desk, all of the things, all
(25:19):
of the problems, all of thechallenges that we were looking
for this training to provide uswith a solution to are still
going to be there.
So we need to create that newplan, that new process before we
get back to our desk, so thatour work can then start feeling
less like juggling and more likesequencing and more like
(25:44):
sequencing.
This is what I teach when itcomes to time management how you
can sequence and schedule yourtasks rather than feeling like
you're constantly fighting fires, juggling, juggling, juggling.
Can't wait to hear what youtake away from this answer and I
look forward to catching upwith you all somewhere online or
in person, soon.
Take care.
Speaker 2 (26:03):
Well, thank you so much, Abigail.
That was really helpful.
I've taken away lots there aswell.
If you want to learn more aboutwhat Abigail does, you can find
more information in the shownotes on our social media posts
and also some details of Abigailon our website 100% agree.
Speaker 1 (26:22):
I get frustrated when your exec doesn't reply to your
email.
You know he's read it and it'sbeen in his inbox for three
hours.
Then if you look at hiscalendar you can see that he's
been in a client board meetingor a pitch meeting for like two,
three hours and he's justquickly looked to see if there
was something urgent.
I totally agree that it has tobe timed perfectly using all the
(26:46):
software that you can and youknow which one he's going to.
If he's not going to respond onthe email, go to WhatsApp.
But also check where he is aton the calendar.
Speaker 2 (26:55):
Definitely so.
The tone part of the TTT modelcomes down to communication,
which is something we're allnaturally good at, and it is the
key to success when our ongoingrole ensuring that
communication is clear iseffective and you get the
response.
You need Turf, as we said,that's more of the environment.
(27:17):
Pick your moment Is it inperson?
Can this information bedelivered virtually over a call,
or do you want to book a timeslot to try and go into the
office and have thatface-to-face?
Speaker 1 (27:32):
I would suggest not doing it in an open, planned
office with all your colleaguesand peers, and if your boss is
upset with something, shoutingit across you where everybody
can hear oh, you've done thiswrong.
Oh, I think that for me, whatis happening here?
Shouldn't you be taking herinto a meeting room and then
(27:53):
telling her, but throwing it outin front of everybody, I just
yeah, that is also.
Speaker 2 (27:58):
That's a situation that's not appropriate at all,
and again it comes down to who'sgoing to tell that person that
that's.
Speaker 1 (28:07):
Wrong.
Speaker 2 (28:08):
Yeah, it's not the dumb thing to do, you know,
unless they're told in thatsituation, try and find
somewhere, private, hopefully,especially with leaders.
You would hope that they wouldcotton on to that.
Yeah, yeah, it sounds like,you've got a bit of an
experience in your mind there, Idid back in the past, but not
now.
Speaker 1 (28:26):
But I'm just.
But it's not happened to me.
I can see it happening to otherEAs.
I'm at an age now that Iwouldn't take that.
If you are in a situation likethat, I would speak to HR and
ask how do I deal with this?
I've just been shouted at theworking environment about
something that not everybodyshould have heard, and she or he
will be able to advise you on away to deal with that.
Speaker 2 (28:50):
Definitely so.
Have you got any examples orstrategies to turn that
constructive criticism intosomething really positive?
Has there ever been a situationwhere you've been able to turn
things around?
Speaker 1 (29:05):
In what context?
Speaker 2 (29:07):
Any context in the office when we've received a
piece of information and it's alittle bit.
Speaker 1 (29:12):
Oh, a little bit sharp.
How have?
Speaker 2 (29:14):
you turned that around.
Speaker 1 (29:16):
I would take notes on that.
I would really break it downand go what have I done wrong?
I know he's told me this hashappened.
I get all heated up and I getanxious and I'm sort of worried,
but I just have to step out andgo for a walk, calm down and
then accept it and then I get.
(29:37):
Okay, I can see where I've gonewrong.
I think I would rather havethat than nothing and it keeps
going on.
I would definitely sit down andhighlight it and put a post-it
right on there don't do this,don't do that.
And I start bettering myself bytaking it on board and I get
okay.
Fine, I don't see that, becauseother people see what you don't
(29:59):
see.
Speaker 2 (30:00):
They do yeah, yeah.
In the moment it is a littlebit shocking, you think oh God,
sorry, you know, I didn'trealize.
But then I will flip that anduse it to my advantage.
Speaker 3 (30:12):
Oh.
Speaker 2 (30:13):
To display and produce what they want to see
from me in the future and thenbring that up at appraisal time.
Speaker 1 (30:21):
Oh, okay.
Speaker 2 (30:22):
This is how I flipped it.
Speaker 1 (30:24):
Okay.
Speaker 2 (30:24):
And use that to my advantage.
Speaker 1 (30:26):
So taking that critic and say this is what I had from
last year.
Speaker 3 (30:30):
Yep.
Speaker 1 (30:31):
And this is how I've improved it.
Speaker 2 (30:32):
And an example of how that feedback has turned to my
advantage.
And now I'm bringing that up inthat end of year review.
That is a great point as wellas you know, you're logging all
the wonderful things that you'vedone all year.
Speaker 1 (30:46):
Oh yeah.
Speaker 2 (30:47):
But I think for me, when I include those moments of
feedback into my review, it'slanded really well in terms of
personal progression.
Speaker 1 (30:59):
Great.
Because I've been able to learnfrom not so much mistakes
mistakes are dealt with andrectified usually there and then
but when I've learned from asituation that has not been
quite the standard or quite theway the organization prefers
yeah and then I've flipped it,done something with it and even
(31:20):
made it better, and then choosethe moment again that the turf
choose your moment to flip itright back to them just hearing
you say that it reminds me of ofall the the negative or the
feedback that's not been sopositive that I've received have
become my strengths Definitely,because I now know I have the
(31:43):
knowledge of what I've donewrong.
I've now moved on from therebecause knowledge is power and
building on that.
But if you don't know, how areyou going to build on that and
help you to move forward?
Speaker 2 (31:58):
Or you're ignoring it .
Speaker 1 (32:00):
Some people tend to put their head in the sand and
just like oh.
Speaker 2 (32:03):
They might be affected, but they're so fixated
with the way they work.
Speaker 3 (32:08):
Yeah.
Speaker 2 (32:09):
That ignoring it is also just as detrimental.
Definitely Same thing.
But responding or notresponding or making it better
or turning things around.
Responding or making it betteror turning things around yeah,
so for me that strategy or thatsolution for the feedback is
highlight it as a success storyyeah at the appropriate time
(32:30):
when it's going to beadvantageous to you.
Please like and subscribe soyou won't miss an episode, and
why not share your thoughts withus on our LinkedIn page, the
CrodiFiles, or visitcraigandjodiecom.
Speaker 1 (32:49):
I'm Craig Bryson.
Speaker 2 (32:50):
And I'm Jodie Mears and together we are the
CrodiFiles.
Speaker 1 (32:55):
This episode was brought to you by Autograph
Events, our sponsor.
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