Sarah Calderon is a longtime assistant and the founder of Hey, EA! – an online training platform for executive assistants.
In this episode of The Leader Assistant Podcast, Sarah talks about what a strategic partnership between an executive and an assistant looks like, why it’s important, and how to achieve it.
LEADERSHIP QUOTE
Lead with humility.
CONNECT WITH SARAH
- Sarah on LinkedIn
- Visit Hey, EA! at hey-ea.com
- Free guide -> “3 Questions to Revolutionize the Executive and Assistant Partnership” (to help assistants begin developing a strong relationship with their executives)
- For 10% off Sarah’s Profit Center Partnership courses, use code JEREMY10 at checkout here!
ABOUT SARAH
Sarah Calderon is the founder of Hey, EA! – an online training platform for Executive Assistants. As a career EA she understands firsthand the challenges and opportunities of maximizing the assistant/executive partnership. She is passionate about seeing assistants achieve successful and fulfilling careers.
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Visit leaderassistant.com/nova to learn more and secure your spot!
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EPISODE TRANSCRIPT
00:00:00.000 –> 00:00:04.960
SARAH: I’m Sarah Calderon, and today’s leadership mantra is Lead with Humility.
00:00:11.360 –> 00:00:18.663
<v SPEAKER_3>The Leader Assistant Podcast exists to encourage and challenge assistants to become confident, game-changing leader assistants.
00:00:26.686 –> 00:00:33.666
JEREMY: Calling all Executive Assistants, are you looking for a way to elevate your skills or earn that promotion you’ve been eyeing?
00:00:34.546 –> 00:00:42.206
JEREMY: Nova Chief of Staff’s Online Certification Course provides you with the knowledge and confidence you need to stand out on the job.
00:00:42.906 –> 00:00:56.666
JEREMY: Whether you want to land your dream position or level up in your current role, Nova’s self-paced course gives you hands-on practice doing what Chiefs of Staff do every day.
00:00:57.366 –> 00:01:03.546
JEREMY: Visit leaderassistant.com/nova to learn more and secure your spot.
00:01:04.146 –> 00:01:08.686
JEREMY: That’s leaderassistant.com/nova.
00:01:09.526 –> 00:01:12.086
JEREMY: Hey friends, welcome to The Leader Assistant Podcast.
00:01:12.106 –> 00:01:14.606
JEREMY: It’s episode 266.
00:01:15.046 –> 00:01:21.646
JEREMY: You can check out the show notes for this episode at leaderassistant.com/266.
00:01:22.326 –> 00:01:25.346
JEREMY: leaderassistant.com/266.
00:01:25.946 –> 00:01:28.206
JEREMY: And I’m just going to give you a fair warning.
00:01:28.646 –> 00:01:31.126
JEREMY: My vocal cords are a little bit tired.
00:01:31.326 –> 00:01:33.046
JEREMY: I’ve been battling an illness.
00:01:33.086 –> 00:01:38.166
JEREMY: I’m finally coming out of it, thankfully, but my voice is not quite 100%.
00:01:38.186 –> 00:01:46.766
JEREMY: So you’re going to get the low and raspy and nasally Jeremy today, but I figured, you know, I can’t, I got to keep the show rolling, right?
00:01:46.786 –> 00:01:47.746
JEREMY: I got to keep the show rolling.
00:01:47.966 –> 00:01:53.406
JEREMY: So I’m very excited to be speaking with Sarah Calderon.
00:01:53.486 –> 00:01:59.166
JEREMY: Sarah is really connected with you, Sarah.
00:01:59.186 –> 00:02:00.946
JEREMY: I think it was on LinkedIn originally, right?
00:02:00.966 –> 00:02:01.386
JEREMY: Is that right?
00:02:01.986 –> 00:02:03.286
SARAH: Yes, we connected on LinkedIn.
00:02:03.846 –> 00:02:08.646
JEREMY: And so we’ve been trying to get this going for a while, and I’m excited to finally talk with you.
00:02:09.666 –> 00:02:15.226
JEREMY: You’re the founder of Hey, EA, which is an online training platform for executive assistants.
00:02:20.386 –> 00:02:23.106
JEREMY: heyea.com, and you’re a career EA, and we’re going to get into all that.
00:02:23.126 –> 00:02:30.046
JEREMY: But first, tell us where you’re at in the world and what your favorite thing to do when you’re not working is.
00:02:31.986 –> 00:02:32.346
SARAH: Awesome.
00:02:32.366 –> 00:02:34.126
SARAH: Well, Jeremy, thank you so much for having me.
00:02:34.146 –> 00:02:35.746
SARAH: First of all, it’s a pleasure to be here.
00:02:35.766 –> 00:02:40.106
SARAH: I am calling in today from Dallas, Texas.
00:02:40.186 –> 00:02:42.146
SARAH: I am a Texas native.
00:02:43.186 –> 00:02:53.226
SARAH: This is home for me and when I am not working, so I am the mom to an almost two-year-old and expecting my second this summer.
00:02:54.266 –> 00:02:56.746
SARAH: So for me, when I’m not working, thank you.
00:02:56.986 –> 00:03:01.106
SARAH: So for me, when I’m not working, it is time at the playground.
00:03:01.146 –> 00:03:03.886
SARAH: It is singing along to the Frozen soundtrack.
00:03:04.266 –> 00:03:08.906
SARAH: That really fills up my spare time and I couldn’t be happier about it.
00:03:10.826 –> 00:03:11.266
JEREMY: That’s great.
00:03:11.766 –> 00:03:12.026
JEREMY: Yeah.
00:03:12.046 –> 00:03:12.466
JEREMY: Congrats.
00:03:12.526 –> 00:03:13.326
JEREMY: Congrats again.
00:03:13.346 –> 00:03:18.706
JEREMY: I have two kids and they are a handful, but they are a precious handful.
00:03:18.746 –> 00:03:20.846
JEREMY: So it’s fun times.
00:03:22.426 –> 00:03:24.106
JEREMY: So tell us about your career.
00:03:25.066 –> 00:03:29.786
JEREMY: Where did you end up landing in the assistant role and then why?
00:03:31.646 –> 00:03:32.106
SARAH: Yeah.
00:03:32.126 –> 00:03:36.926
SARAH: So like so many assistants, it is a job that I kind of fell into.
00:03:37.986 –> 00:03:44.566
SARAH: I actually first started as an office assistant way back when I was in college.
00:03:44.586 –> 00:03:50.506
SARAH: I was doing a work study job, worked as an office assistant for one of the departments on campus.
00:03:51.086 –> 00:03:59.426
SARAH: And then a couple of years after graduation, I ended up getting my first role as an executive assistant.
00:03:59.866 –> 00:04:01.486
SARAH: I worked for a big four.
00:04:02.346 –> 00:04:05.306
SARAH: So that was kind of my first foray into the EA world.
00:04:06.206 –> 00:04:09.266
SARAH: And now a whole decade has passed.
00:04:09.286 –> 00:04:14.466
SARAH: I’ve worked for a couple of other companies, and I just love the position.
00:04:14.486 –> 00:04:21.386
SARAH: I fell into it like so many other EAs, and I haven’t even really wanted to get away.
00:04:21.406 –> 00:04:23.106
SARAH: I love the role.
00:04:23.126 –> 00:04:25.326
SARAH: I love what I get to do every single day.
00:04:25.346 –> 00:04:29.766
SARAH: So it’s been a really great career journey for me.
00:04:31.126 –> 00:04:33.506
JEREMY: So when did you say career journey?
00:04:33.526 –> 00:04:35.566
JEREMY: When did you realize that it was a career?
00:04:37.586 –> 00:04:49.306
SARAH: I think in my second position as an EA, my second company that I was working for, over time, you get more comfortable in your role, right?
00:04:49.786 –> 00:04:52.946
SARAH: You add more value.
00:04:52.986 –> 00:04:57.566
SARAH: You get to stretch yourself and do even more in your position.
00:04:58.186 –> 00:05:07.746
SARAH: And that was really the role where I felt myself kind of settling in to who am I as an EA and what am I capable of.
00:05:08.526 –> 00:05:12.766
SARAH: And that for me is where I said, this is for me.
00:05:12.786 –> 00:05:14.186
SARAH: This is the position for me.
00:05:14.206 –> 00:05:18.766
SARAH: And I’m just going to keep doing this as long as I can because I really do love it.
00:05:18.786 –> 00:05:20.266
JEREMY: Awesome.
00:05:20.286 –> 00:05:29.146
JEREMY: And then, you know, there’s this term strategic partnership that I’ve talked about several times in this podcast.
00:05:30.006 –> 00:05:33.826
JEREMY: Talk about it with other assistants of the world, being an assistant myself.
00:05:35.166 –> 00:05:38.166
JEREMY: Just this idea that, you know, we’re not just task rabbits.
00:05:38.186 –> 00:05:39.746
JEREMY: We are strategic partners.
00:05:40.426 –> 00:05:48.246
JEREMY: And so talk to us a little bit about maybe how you started to see your role as a strategic partnership.
00:05:51.106 –> 00:05:52.146
JEREMY: And what that looks like.
00:05:52.446 –> 00:05:59.446
JEREMY: And then maybe even challenges you faced as you’ve worked with executives who didn’t see it as a strategic partnership.
00:05:59.626 –> 00:06:12.206
JEREMY: Or just even to your more recent roles, how that’s been a double sided agreement of, hey, you know what, this is a strategic partnership.
00:06:13.226 –> 00:06:18.506
JEREMY: And, you know, yeah, so talk through that whole phrase that we hear a lot of.
00:06:18.686 –> 00:06:26.586
JEREMY: And practically speaking, what do you see your role as a strategic partner looking like?
00:06:26.606 –> 00:06:29.246
SARAH: Yeah, that’s a great question.
00:06:29.246 –> 00:06:31.246
SARAH: What is a strategic partnership?
00:06:31.906 –> 00:06:34.726
SARAH: It’s something that it’s hard to define sometimes.
00:06:34.726 –> 00:06:42.406
SARAH: So when I think about strategic partnership, a lot of times I think about the first meeting that you might have with an executive.
00:06:43.186 –> 00:06:50.886
SARAH: So let’s say, for example, you have just started supporting an executive who’s new to the role.
00:06:51.386 –> 00:06:53.466
SARAH: Maybe they’ve never had an assistant before.
00:06:53.766 –> 00:06:56.126
SARAH: You’re just supporting them for the first time.
00:06:56.666 –> 00:07:09.766
SARAH: And a lot of times that conversation with the first conversation you have with that executive, it can go a little something like the executive saying, Jeremy, I’ll pick on you, for example.
00:07:10.266 –> 00:07:10.886
JEREMY: You can pick on me.
00:07:11.206 –> 00:07:14.546
SARAH: The executive might say, Jeremy, I’ve never had an assistant before.
00:07:14.566 –> 00:07:16.286
SARAH: I’m pretty self-sufficient.
00:07:16.846 –> 00:07:21.786
SARAH: I’m not really sure what you can do for me, but I’ll just let you know if anything comes up.
00:07:21.806 –> 00:07:22.906
SARAH: I’ll send you an email.
00:07:22.926 –> 00:07:23.946
SARAH: I’ll send you a Slack.
00:07:23.966 –> 00:07:24.766
SARAH: You’ll hear from me.
00:07:24.786 –> 00:07:29.086
SARAH: And it puts you into that reactive space, right?
00:07:29.106 –> 00:07:32.446
SARAH: That almost task rabbit space that you just mentioned.
00:07:33.766 –> 00:07:43.626
SARAH: And, you know, when you’ve been an assistant for a little bit, maybe you redirect the conversation a little bit and, you know, start talking about how you can help them with their travel and their expenses.
00:07:43.646 –> 00:07:48.326
SARAH: And maybe you have an idea of a few meetings that you can go ahead and start scheduling for them.
00:07:48.346 –> 00:07:51.626
SARAH: And all of that stuff is super important.
00:07:51.686 –> 00:07:53.206
SARAH: Travel, expenses, calendaring.
00:07:53.226 –> 00:07:55.046
SARAH: I mean, it’s kind of the backbone of what we do, right?
00:07:56.446 –> 00:08:04.266
SARAH: But even still, the executive might end that conversation with you and say, thanks for the suggestions.
00:08:04.366 –> 00:08:06.226
SARAH: I have a trip coming up next week.
00:08:07.166 –> 00:08:09.366
SARAH: But let me just work out the details and get back to you.
00:08:10.006 –> 00:08:14.046
SARAH: So once again, you’re left in that reactive zone, right?
00:08:14.526 –> 00:08:23.786
SARAH: And when you’re sitting back and just waiting for them to tell you what they need, it’s not really engaging in a partnership, is it?
00:08:25.406 –> 00:08:43.986
JEREMY: Yeah, I mean, it’s like I’ve had dozens of conversations and coaching clients with assistants and I’ve talked to them and it’s like, I can’t get my executive to give me more work or, you know, that just what you mentioned, they say they’ll handle it themselves.
00:08:44.646 –> 00:08:51.186
JEREMY: And that’s not the back and forth strategic partnership that many of us assistants desire.
00:08:52.846 –> 00:08:53.366
SARAH: Yes.
00:08:53.666 –> 00:08:54.466
SARAH: Oh, my goodness.
00:08:54.546 –> 00:08:58.006
SARAH: I can’t get my executive to give me more work.
00:08:58.806 –> 00:08:59.246
SARAH: Yes.
00:08:59.786 –> 00:09:04.366
SARAH: Every time I hear an executive say to me, I’m really low maintenance.
00:09:05.086 –> 00:09:06.866
SARAH: To me, that’s even a red flag.
00:09:07.206 –> 00:09:09.006
SARAH: You’re doing too much executive.
00:09:09.026 –> 00:09:10.846
SARAH: You need to offload some of your work.
00:09:11.166 –> 00:09:12.266
SARAH: But what does that work?
00:09:12.366 –> 00:09:12.766
SARAH: Right.
00:09:12.906 –> 00:09:15.126
SARAH: That’s a question that’s really hard to answer.
00:09:15.986 –> 00:09:24.466
SARAH: So for any assistant out there who’s looking for more work from their executive, looking to build that partnership, I have the solution.
00:09:25.666 –> 00:09:37.046
SARAH: So reframing the conversation with your executive and asking the executive, what are your goals?
00:09:38.266 –> 00:09:39.746
SARAH: What are your KPIs?
00:09:40.506 –> 00:09:44.046
SARAH: What are you accountable to achieve this year?
00:09:44.066 –> 00:09:52.686
SARAH: And what are your, let’s call it, three to five high-value activities that are going to contribute to you hitting those targets?
00:09:53.406 –> 00:09:56.586
SARAH: So really dig into that stuff with your executive.
00:09:57.066 –> 00:09:59.386
SARAH: This reframes the conversation.
00:09:59.866 –> 00:10:02.106
SARAH: You’re now in a proactive position.
00:10:02.126 –> 00:10:06.306
SARAH: You are asking them what are they trying to accomplish?
00:10:07.086 –> 00:10:08.006
SARAH: What are their goals?
00:10:08.046 –> 00:10:09.226
SARAH: What are their priorities?
00:10:10.606 –> 00:10:16.686
SARAH: And is it going to shock a lot of executives to have you sit there and ask them all of these questions?
00:10:17.266 –> 00:10:18.286
SARAH: It probably will.
00:10:18.786 –> 00:10:20.026
SARAH: Yes.
00:10:20.046 –> 00:10:21.786
SARAH: They’re not going to expect that from you.
00:10:22.706 –> 00:10:28.646
SARAH: But I have to say, I just had a very similar conversation with a leader just this week.
00:10:29.346 –> 00:10:36.986
SARAH: So I was in the office and I ran into a leader who, he works in a different division, usually outside of the US offices.
00:10:37.006 –> 00:10:40.126
SARAH: So we don’t really work super closely together, but we know each other.
00:10:40.146 –> 00:10:43.906
SARAH: And this leader was recently promoted.
00:10:44.786 –> 00:10:50.606
SARAH: And he was telling me that he, for the first time ever, is now going to have a dedicated assistant.
00:10:52.326 –> 00:10:55.206
SARAH: And he just had a big question mark.
00:10:55.726 –> 00:11:02.906
SARAH: He didn’t even really know what to ask, but he was just saying, Sarah, I feel like I need help because I don’t know where to start.
00:11:07.646 –> 00:11:12.226
SARAH: How do I really start giving her my calendar and different tasks?
00:11:12.486 –> 00:11:15.246
SARAH: He didn’t even really even know what questions to ask me.
00:11:15.266 –> 00:11:16.746
SARAH: He just had questions.
00:11:18.146 –> 00:11:22.266
SARAH: And this is how a lot of executives will walk into that conversation with you.
00:11:22.766 –> 00:11:29.586
SARAH: Whether they’re a new executive or maybe you’re just starting to work with them for the first time, they don’t know how to handle it.
00:11:30.226 –> 00:11:31.266
SARAH: It’s just a bunch of questions.
00:11:32.866 –> 00:11:46.386
SARAH: So the first thing that I said to him was sit down with your new assistant and ensure that she is clear on what your priorities are, what your KPIs are, what are you accountable to achieve.
00:11:47.806 –> 00:11:54.966
SARAH: And he looked at me funny and he just goes, wait, I’m going to sit there and I’m going to talk to her about my goals.
00:11:56.246 –> 00:11:58.786
SARAH: It was a really puzzling moment for him.
00:11:58.806 –> 00:12:00.066
SARAH: But I said, yes, absolutely.
00:12:00.266 –> 00:12:01.466
SARAH: That is step number one.
00:12:01.706 –> 00:12:03.826
SARAH: That is really where you need to start.
00:12:04.726 –> 00:12:18.306
SARAH: And unless she’s super clear where you are going, executive, unless your assistant is super clear where you are going, they can’t actually help you get there.
00:12:19.966 –> 00:12:35.626
SARAH: And once the assistant is super clear on what the priorities are, they can be more proactive, they can think like the executive, they can anticipate and understand where the executive needs to spend their time.
00:12:36.226 –> 00:12:41.306
SARAH: So for this leader that I was talking to, this was a huge lightbulb moment for him.
00:12:42.226 –> 00:12:46.706
SARAH: And Jeremy, this was like a super quick three minute conversation.
00:12:46.726 –> 00:12:48.726
SARAH: I mean, we just bumped into each other in the hallways.
00:12:49.086 –> 00:12:51.066
SARAH: We had to run to our meetings.
00:12:51.086 –> 00:12:52.766
SARAH: We were about to be late to our respective meetings.
00:12:53.326 –> 00:12:57.866
SARAH: We had three minutes, but I couldn’t let him go without helping him out just a little bit.
00:12:59.226 –> 00:13:03.946
SARAH: But in three minutes, he got it.
00:13:03.966 –> 00:13:05.326
SARAH: A lightbulb went off.
00:13:05.346 –> 00:13:18.546
SARAH: So for any assistant out there who may be concerned about having this conversation with their executive because it feels a little bit full on to just start asking them, you know, what numbers are you supposed to hit this year?
00:13:19.326 –> 00:13:21.406
SARAH: What is your boss holding you accountable for?
00:13:21.426 –> 00:13:26.906
SARAH: It can feel a little intimidating to have that conversation, especially with someone you’re supporting just for the first time.
00:13:29.386 –> 00:13:34.386
SARAH: They will be a little bit questioning why you’re asking these questions.
00:13:34.906 –> 00:13:39.706
SARAH: But in three minutes, I can guarantee they’ll get it.
00:13:40.846 –> 00:13:46.526
SARAH: And that is the conversation that really changes the partnership.
00:13:47.266 –> 00:13:50.506
SARAH: That’s how you start entering into a strategic partnership.
00:13:51.146 –> 00:13:56.466
SARAH: It allows you to be less reactive, more proactive.
00:13:57.026 –> 00:14:01.526
SARAH: It’s a small conversation that’s so, so impactful.
00:14:02.206 –> 00:14:20.526
JEREMY: Yeah, you know, it’s funny you mentioned that because I was talking with an assistant and they were like, or actually, I was talking with a company group of assistants and, you know, it’s like, OK, well, this is a common question I get, but how do I do more for my executive?
00:14:20.546 –> 00:14:21.906
JEREMY: How do I level up and all this?
00:14:22.766 –> 00:14:27.966
JEREMY: And a lot of assistants ask the question, how do I become a better assistant?
00:14:28.846 –> 00:14:31.146
JEREMY: And I actually think that’s the wrong question.
00:14:31.166 –> 00:14:40.486
JEREMY: I think the better question is how do you do more of or how do I as an assistant do more of my executive’s job?
00:14:41.246 –> 00:14:44.986
JEREMY: And so to your point, it’s like, hey, what are your goals?
00:14:45.446 –> 00:14:46.466
JEREMY: What are your KPIs?
00:14:46.486 –> 00:14:47.206
JEREMY: What are you doing?
00:14:47.226 –> 00:14:52.206
JEREMY: Because my goals are your goals and my job is to help you execute your vision.
00:14:52.706 –> 00:15:01.146
JEREMY: And so that executive is like probably clueless because, you know, never worked with an assistant, doesn’t know what assistant does.
00:15:01.166 –> 00:15:03.106
JEREMY: And it’s like, OK, well, I don’t even know where to start.
00:15:03.106 –> 00:15:07.866
JEREMY: And you’re right to point him back to just start with what’s your job?
00:15:08.146 –> 00:15:09.426
JEREMY: What are you trying to accomplish?
00:15:09.526 –> 00:15:11.866
JEREMY: And then they can come in and help you with that.
00:15:11.866 –> 00:15:21.326
JEREMY: And so I think a lot of the times assistants focus so much on, you know, well, what’s the best tip and tips and tricks of being a better assistant?
00:15:22.586 –> 00:15:38.386
JEREMY: When I actually think the future of our role is how much can we not only put ourselves in our executive shoes and understand what they’re doing, but actually wear their shoes every day and do more of their job?
00:15:40.026 –> 00:15:40.766
SARAH: Absolutely.
00:15:40.786 –> 00:15:45.886
SARAH: It’s kind of an opportunity, if you think about it, to share the load a little bit.
00:15:46.306 –> 00:16:07.606
SARAH: And while an executive, of course, has direct reports and a whole team and there’s a big team of people that are mobilizing around company priorities, we’re kind of the only ones that are in the trenches in that way together with the executive when we’re in that partnership mindset, right?
00:16:07.866 –> 00:16:08.786
JEREMY: Yeah, exactly.
00:16:10.266 –> 00:16:10.646
JEREMY: Awesome.
00:16:10.666 –> 00:16:12.546
JEREMY: Well, what else about the partnership?
00:16:15.526 –> 00:16:32.746
JEREMY: Are there any stories in your career where the partnership wasn’t going well and you had to work through it or examples of how it may be some wins that you and one of your executives that you’ve worked with have accomplished together?
00:16:38.726 –> 00:16:41.039
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SARAH: I will say one thing aside from having this conversation, which is super important, but the other thing that I’ve done in my career that has really changed the way I’ve been able to build partnership with my executives is being a part of their team, and I mean that in the sense of I’m in all of their leadership meetings, team offsites, everything that they’re doing along with their direct reports, getting ingrained as someone in the team who’s in those meetings, and I’m not talking about sitting in a weekly team meeting taking meeting or taking notes.
00:17:59.879 –> 00:18:04.519
SARAH: I’m talking about sitting in that meeting as a member of the team.
00:18:05.819 –> 00:18:08.259
SARAH: That has really changed.
00:18:08.279 –> 00:18:25.019
SARAH: That’s something that I started doing years ago and completely changed how I’m able to do my role and the value that I’m able to bring, not only to my executive, but to his direct reports and to his entire team.
00:18:27.299 –> 00:18:27.879
JEREMY: Well said.
00:18:27.899 –> 00:18:53.279
JEREMY: I think that part of that has to do with the HR org chart and the levels and the titles aligning well with, instead of just saying, everyone has 12 levels and everyone has salary bands, and you’ve got senior assistant, and then you’ve got director, and you’ve got senior director, then you got vice president and senior vice president, and you’re working your way up this thing.
00:18:53.979 –> 00:19:03.959
JEREMY: All the departments have that, but then you throw in the assistant on the org chart, and they’re just off in the ether, and they’re just like, okay, well, this is whatever, and you’re just the assistant.
00:19:03.979 –> 00:19:24.259
JEREMY: I think having that structure and fighting for that structure for the assistants really will help even just the organization overall to just practically see on the org chart that you’re part of the team instead of just this little bubble by itself.
00:19:25.039 –> 00:19:26.679
SARAH: Yeah, absolutely.
00:19:27.199 –> 00:19:55.199
SARAH: We’re partnered to be executive, we’re part of the team, and I think for any assistant who wants to start doing that, but maybe doesn’t know how to navigate the conversation with their executive, when you sit down and have this conversation that we just talked about, about their priorities, digging into their priorities and understanding where they’re going, the natural ending to that conversation is, and I’m going to be in all of your leadership meetings.
00:19:56.479 –> 00:20:02.299
SARAH: I’m going to be close to the priorities, I’m going to be close to what’s happening in the business.
00:20:02.459 –> 00:20:20.139
SARAH: As things change, we all know, and business priorities change and objectives change, you have to change course sometimes, but you don’t know about that a lot of times, unless you’re in those key strategic meetings.
00:20:20.759 –> 00:20:33.899
SARAH: Get aligned with your executive and tell them that you’re going to be a part of these meetings, you’re part of the team, and you’re going to be part of these discussions, and that will tremendously amplify your value.
00:20:35.439 –> 00:20:44.099
JEREMY: What have you experienced or have you experienced situations where the executive is like, well, okay, but you can’t be in these meetings?
00:20:44.699 –> 00:20:48.339
JEREMY: Have you ever experienced that?
00:20:48.419 –> 00:21:09.399
SARAH: There are some meetings that maybe from an HR perspective, from a confidentiality perspective, it doesn’t make sense for me to be in there or the subject that’s being discussed, maybe it’s a 10-year-off thing and it’s pretty confidential at this point, so it doesn’t make sense for me to be in there.
00:21:10.019 –> 00:21:10.799
SARAH: That’s fine.
00:21:11.519 –> 00:21:23.779
SARAH: My executive and I, we’ve had an open conversation and he’ll let me know, this meeting, it doesn’t make sense for you to be in for x, y, z reason, but you’re in these next four and that’s fine.
00:21:23.799 –> 00:21:38.519
SARAH: Because I understand that if I’m not able to join a meeting, it’s for a very specific business reason and we have that open dialogue and that open conversation that we’re able to talk about it openly.
00:21:39.659 –> 00:21:40.039
JEREMY: Awesome.
00:21:40.859 –> 00:21:41.179
JEREMY: Great.
00:21:41.199 –> 00:21:56.739
JEREMY: Well, what’s kind of the ongoing, you know, so you’ve had that conversation, you’ve established, okay, I’m going to be in the meetings, I’m part of the team, you know, my goals are your goals.
00:21:59.279 –> 00:22:10.499
JEREMY: What is the like ongoing investing in the relationship, investing in the partnership, keeping it going?
00:22:10.519 –> 00:22:12.339
JEREMY: What’s what’s kind of the process for that?
00:22:12.359 –> 00:22:15.139
JEREMY: And do you have any tips to share in that regard?
00:22:15.899 –> 00:22:17.019
SARAH: Yeah, absolutely.
00:22:17.039 –> 00:22:19.539
SARAH: It is an ongoing thing for sure.
00:22:20.739 –> 00:22:26.499
SARAH: And one thing that I like to talk about a lot, and I talk about this in my course as well, is the power of the reset.
00:22:27.139 –> 00:22:31.739
SARAH: A lot of times we will, it’s easy for us to just kind of get stuck in a rut.
00:22:32.339 –> 00:22:39.239
SARAH: Maybe you were joining some meetings and then you felt like you were a little bit too busy to join them.
00:22:39.259 –> 00:22:41.619
SARAH: And so you need to kind of get back into them.
00:22:41.639 –> 00:22:56.239
SARAH: Or maybe your executive has stopped sharing your, or maybe your executive has stopped sharing their priorities or has started keeping you out of the loop simply because they just are forgetting to tell you things.
00:22:56.539 –> 00:22:58.159
SARAH: Sometimes that stuff happens.
00:22:58.179 –> 00:22:58.859
SARAH: We get busy.
00:22:58.879 –> 00:23:00.439
SARAH: We get caught up in our own stuff.
00:23:01.299 –> 00:23:04.259
SARAH: And in those situations, you just hit reset.
00:23:04.779 –> 00:23:07.319
SARAH: You call for a reset conversation with your executive.
00:23:07.699 –> 00:23:13.639
SARAH: Maybe you go back to this foundational conversation about looking at their priorities, looking at their KPIs.
00:23:14.119 –> 00:23:21.879
SARAH: Or maybe you need to reset another aspect of your partnership, your communication, a task.
00:23:21.939 –> 00:23:25.359
SARAH: Maybe a task has grown inefficient and needs to be reset.
00:23:25.699 –> 00:23:28.679
SARAH: Call for those reset conversations with your executive.
00:23:29.339 –> 00:23:30.979
SARAH: And it’s a good thing.
00:23:31.019 –> 00:23:35.899
SARAH: So anytime you call for a reset, your executive should know, all right, we’re getting back on track.
00:23:36.119 –> 00:23:38.359
SARAH: Good stuff is going to come out of this conversation.
00:23:38.939 –> 00:23:42.799
SARAH: And we are going to course correct and head in the right direction.
00:23:43.419 –> 00:23:45.459
SARAH: So that’s my suggestion.
00:23:45.559 –> 00:23:55.339
SARAH: As time goes on, identify when things maybe aren’t working or have stopped working or need to be reevaluated, stop and reset.
00:23:56.919 –> 00:23:57.279
JEREMY: Nice.
00:23:57.299 –> 00:23:57.899
JEREMY: Great tip.
00:23:58.299 –> 00:23:58.719
JEREMY: Love it.
00:23:59.139 –> 00:24:15.759
JEREMY: So, okay, before we jump into a little bit of kind of why you started Hey, EA, what’s kind of the last thing you want to say to assistants in regards to maximizing their executive strategic partnership?
00:24:17.979 –> 00:24:24.699
SARAH: The one thing that I will leave them with is a little nugget from the executive’s perspective.
00:24:25.539 –> 00:24:35.459
SARAH: Executives, they do feel the pain of not having a strategic partnership, but they don’t know that that’s what they’re feeling.
00:24:35.799 –> 00:24:41.239
SARAH: For an assistant, we know when we’re not operating in a strategic partnership, right?
00:24:41.259 –> 00:24:49.239
SARAH: We start asking those questions, like all of the questions that you get from your community, Jeremy, how can I get my executive to give me more work?
00:24:49.259 –> 00:24:50.739
SARAH: How can I be a better assistant?
00:24:51.079 –> 00:24:55.119
SARAH: That’s how we feel the pain of not having a strategic partnership.
00:24:55.739 –> 00:24:58.019
SARAH: But executives, they actually feel it too.
00:24:58.039 –> 00:24:59.839
SARAH: They just don’t realize what it is.
00:25:00.539 –> 00:25:03.239
SARAH: They think it’s just the pressure of the job.
00:25:04.259 –> 00:25:16.639
SARAH: And when you reach a certain level of success in corporate America, in your career, you kind of think that just being a stress to the max frazzled mess, that’s how I’m supposed to be.
00:25:16.999 –> 00:25:18.059
SARAH: I’m a vice president.
00:25:18.079 –> 00:25:18.779
SARAH: I’m a president.
00:25:18.799 –> 00:25:20.279
SARAH: I’m a CEO, whatever it is.
00:25:20.339 –> 00:25:22.539
SARAH: I’m just supposed to be stressed to the max all the time.
00:25:23.839 –> 00:25:27.939
SARAH: But what if it didn’t have to be that way?
00:25:29.659 –> 00:25:40.739
SARAH: What if after working with your executive to create that strategic partnership, they could come to you and say, I actually like my job again.
00:25:40.759 –> 00:25:46.859
SARAH: I actually have a better relationship with my family because I can be more present.
00:25:47.879 –> 00:25:52.279
SARAH: I actually feel like hitting our targets is attainable.
00:25:53.639 –> 00:25:56.099
SARAH: And that’s exactly what I’m seeing happen.
00:25:56.359 –> 00:25:59.579
SARAH: And that’s the feedback that I’ve been getting from the teams that I’ve been working with.
00:26:00.159 –> 00:26:02.619
SARAH: And Jeremy, who doesn’t want that, right?
00:26:02.639 –> 00:26:03.599
JEREMY: Right.
00:26:03.699 –> 00:26:05.419
JEREMY: Yeah, that’s great.
00:26:06.659 –> 00:26:07.039
JEREMY: Awesome.
00:26:07.059 –> 00:26:09.419
JEREMY: Well, Sarah, thanks so much for being on the show.
00:26:09.439 –> 00:26:15.559
JEREMY: Tell us a little bit about why you started Hey, EA and what it is and where people can learn more.
00:26:16.479 –> 00:26:17.179
SARAH: Absolutely.
00:26:17.199 –> 00:26:23.919
SARAH: So I started Hey, EA because I was really looking for resources as an assistant.
00:26:28.079 –> 00:26:40.379
SARAH: And so I created Hey, EA in order to help assistants love their jobs again and also to help executives find more fulfillment in their role, too.
00:26:40.399 –> 00:26:44.599
SARAH: It’s amazing how we can really, truly help each other.
00:26:44.619 –> 00:26:48.179
SARAH: And that’s really why I created Hey, EA.
00:26:48.199 –> 00:27:07.679
SARAH: So for anybody who might want to kickstart their partnership, they want to have a conversation with their executive and really start driving the strategic partnership, I created a free communication guide that is on my website, which is heyea.com.
00:27:08.659 –> 00:27:11.239
SARAH: And that guide is going to be a great starting point for anybody.
00:27:11.259 –> 00:27:15.539
SARAH: So you can go to my website, heyea.com, and download that free guide.
00:27:16.439 –> 00:27:19.819
SARAH: Also, you can sign up for my free weekly newsletter.
00:27:20.379 –> 00:27:30.199
SARAH: I just drop into your inbox once a week with a super short, super quick email that I hope gives you a ton of helpful resources and value.
00:27:31.139 –> 00:27:38.679
SARAH: And then second, I’m offering my course, The Profit Center Partnership, which again, you can find on my website.
00:27:39.279 –> 00:27:42.639
SARAH: And just for your listeners, Jeremy, I want to thank you so much for having me on.
00:27:43.699 –> 00:27:47.999
SARAH: So for your listeners, I’m offering a 10% off code for my courses.
00:27:48.019 –> 00:27:54.439
SARAH: So they can just enter Jeremy10 at checkout and get 10% off of the courses.
00:27:54.459 –> 00:27:57.639
SARAH: So anybody who might be interested in that.
00:27:58.039 –> 00:27:59.779
SARAH: And also I’m on LinkedIn.
00:27:59.839 –> 00:28:04.779
SARAH: So come connect with me on LinkedIn, just Sarah Calderon on LinkedIn.
00:28:06.359 –> 00:28:14.239
JEREMY: We’ll all put all those links in the show notes at leaderassistant.com/266 so people can find everything easily and reach out and say hi.
00:28:15.179 –> 00:28:20.779
JEREMY: You know, best of luck to you in your career and your baby and all that, all the good stuff.
00:28:21.019 –> 00:28:22.899
JEREMY: And yeah, thanks again for being on the show.
00:28:22.919 –> 00:28:28.599
JEREMY: It’s been great chatting with you about a strategic partnership between an executive and their assistant.
00:28:29.219 –> 00:28:32.559
JEREMY: And I know that it’s a topic we could talk about for a long time.
00:28:32.759 –> 00:28:38.379
JEREMY: And we will talk about it again and again on this podcast as it’s important.
00:28:38.619 –> 00:28:43.299
JEREMY: And I think your nuggets of wisdom were great and helpful.
00:28:43.939 –> 00:28:46.979
JEREMY: And I’m excited for everyone to listen and reach out and say hi.
00:28:48.419 –> 00:28:49.519
SARAH: Thank you so much for having me.
00:28:49.539 –> 00:28:51.159
SARAH: It’s an honor to be on your podcast, Jeremy.
00:28:51.199 –> 00:28:51.659
SARAH: Thank you.
00:29:02.185 –> 00:29:04.685
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