Maggie Olson is the Founder of Nova Chief of Staff, the premier destination for Chief of Staff education and development.
In this episode of The Leader Assistant Podcast, Maggie walks through a step by step guide for EAs and CoSs for leveraging each other and creating a powerful relationship. She also touches on navigating other c-suite relationships.
CONNECT WITH MAGGIE
ABOUT MAGGIE
Maggie Olson is the Founder of Nova Chief of Staff, the premier destination for Chief of Staff education and development. As the first Chief of Staff to a president at a Fortune 40 company — who led a multibillion-dollar business with 5,000+ employees — Maggie built the president’s Chief of Staff model from the ground up. Maggie has 20 years’ experience leading large teams and has spent her career focused on both customer and employee experience at companies including T-Mobile, Nordstrom, and Starbucks. In addition to operating the Nova Chief of Staff Certification course, Maggie is a fractional Chief of Staff focused on helping mission-driven, for-profit startup founders scale their businesses quickly. In her spare time, Maggie loves spending time outside with her husband, their animals, and their 1-year-old, Max!
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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 –> 00:00:07.200
JEREMY: Calling all Executive Assistants, are you looking for a way to elevate your skills or earn that promotion you’ve been eyeing?
00:00:08.080 –> 00:00:15.740
JEREMY: Nova Chief of Staff’s Online Certification Course provides you with the knowledge and confidence you need to stand out on the job.
00:00:16.440 –> 00:00:30.200
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.
00:00:30.900 –> 00:00:37.020
JEREMY: Visit leaderassistant.com/nova to learn more and secure your spot.
00:00:37.680 –> 00:00:41.380
JEREMY: That’s leaderassistant.com/nova.
00:00:41.780 –> 00:00:42.180
JEREMY: Okay.
00:00:48.576 –> 00:00:56.216
<v SPEAKER_2>The Leader Assistant Podcast exists to encourage and challenge assistants to become confident, game-changing leader assistants.
00:01:04.084 –> 00:01:06.324
JEREMY: Hey friends, welcome to The Leader Assistant Podcast.
00:01:06.344 –> 00:01:10.044
JEREMY: It’s episode 260, that’s right, 260.
00:01:10.284 –> 00:01:14.784
JEREMY: You can check out the show notes at leaderassistant.com/260.
00:01:15.044 –> 00:01:19.964
JEREMY: Today, I am speaking with my friend Maggie Olson from NOVA Chief of Staff.
00:01:20.604 –> 00:01:26.024
JEREMY: Maggie and I have a bunch of topics that we’re gonna cover over the coming months on the show.
00:01:26.644 –> 00:01:34.864
JEREMY: And we chatted about her Chief of Staff certification course in episode 255.
00:01:35.304 –> 00:01:45.924
JEREMY: And then we more recently chatted about the transition and journey from EA to Chief of Staff and how to level up.
00:01:46.864 –> 00:01:48.744
JEREMY: That was episode 257.
00:01:49.344 –> 00:01:57.104
JEREMY: And then today, we’re going to dive into the Executive Assistant and Chief of Staff relationship.
00:01:58.184 –> 00:02:24.664
JEREMY: And before I hand it off to you, Maggie, I just wanted to share that like, you know, over the years, I’ve talked to assistants who, you know, this question comes up often where it’s like, hey, we just hired a Chief of Staff, and I don’t know if I’m going to get fired because they do similar things that I do or because I’ve been doing some of that work.
00:02:24.684 –> 00:02:27.264
JEREMY: Does that mean I’m a failure?
00:02:27.284 –> 00:02:45.044
JEREMY: Or another example would be the other day, it’s like, hey, we hired a Chief of Staff, which is great, we needed help, but our roles aren’t very clear and distinct, and so there’s causing a little bit of drama, and we’re stepping on each other’s toes and all that.
00:02:45.064 –> 00:03:18.224
JEREMY: And then kind of the last example I’ll share is, you know, I remember there was this long coaching client of mine, you know, I had for months would speak with her at a very large organization, and there was just drama, drama, drama with the Chief of Staff, because the Chief of Staff had been there forever, and the EA was coming in to this dynamic relationship and dynamic environment where the Chief of Staff had been set in their own ways.
00:03:18.924 –> 00:03:50.484
JEREMY: And so anyway, my point of sharing all that is I know there are people listening who, whether they’re EAs or Chiefs of Staff or want to be a Chief of Staff or want to work with one or don’t want to work with one or being forced to work with one, I know there’s a lot to navigate and balance when it comes to, hey, we’re kind of working in this triangle, the CEO, the Chief of Staff and the Executive Assistant, and how the heck do we navigate that?
00:03:50.504 –> 00:03:52.504
JEREMY: So that’s what we’re going to talk about today.
00:03:52.524 –> 00:03:54.104
JEREMY: That’s what Maggie’s going to talk about today.
00:03:55.244 –> 00:04:02.284
JEREMY: I’m going to hand it over to you, Maggie, for your TED Talk on the EA and Chief of Staff relationship.
00:04:02.344 –> 00:04:05.844
JEREMY: And I’m excited to take some notes and listen in.
00:04:06.624 –> 00:04:07.164
MAGGIE: Awesome.
00:04:07.184 –> 00:04:07.884
MAGGIE: Thanks, Jeremy.
00:04:08.044 –> 00:04:09.704
MAGGIE: So happy to be here, as always.
00:04:10.584 –> 00:04:13.024
MAGGIE: You know, it’s funny, too, because we can almost role play.
00:04:13.884 –> 00:04:22.424
MAGGIE: Jeremy, as a potential senior EA, Maggie, Chief of Staff, we can maybe even approach some of these situations that way, which would be interesting and fun.
00:04:22.444 –> 00:04:26.844
MAGGIE: But I think this topic does come up a lot, and it should.
00:04:27.344 –> 00:04:35.304
MAGGIE: I think when you’re sitting as an EA, generally you have been in the role, and a new chief of staff is coming in.
00:04:35.324 –> 00:04:40.044
MAGGIE: So there’s going to be this natural fear of like, is my job going to change?
00:04:40.104 –> 00:04:41.024
MAGGIE: What’s going to happen?
00:04:41.084 –> 00:04:42.444
MAGGIE: Who is this person coming in?
00:04:43.284 –> 00:04:45.324
MAGGIE: Do they care at all about what I’m doing?
00:04:45.364 –> 00:04:47.724
MAGGIE: Do they want to know what my goals are?
00:04:47.744 –> 00:04:51.024
MAGGIE: Do they want to know all the cool things that I’ve accomplished for this business?
00:04:51.464 –> 00:04:56.204
MAGGIE: Who is this person and what are they doing when it comes to a new chief of staff stepping in?
00:04:56.224 –> 00:04:58.084
MAGGIE: And that’s usually the dynamic.
00:04:58.104 –> 00:05:11.004
MAGGIE: It’s usually existing EA, relationship, probably for many years with their principal, and a new chief of staff role comes in, and there’s not a lot of awareness or understanding of what that role is and what to expect.
00:05:12.104 –> 00:05:21.964
MAGGIE: What I tell chiefs of staff is that one of the most important relationships, if not the most important relationship you will have as a chief of staff, is with the EA.
00:05:22.464 –> 00:05:28.404
MAGGIE: The two of you are in a perfect state, very much in lockstep.
00:05:28.404 –> 00:05:35.384
MAGGIE: You’re very much aligned on the priorities that you are both serving this leader in X, Y, Z ways.
00:05:36.184 –> 00:05:39.244
MAGGIE: You understand each other’s jobs really well.
00:05:39.424 –> 00:05:45.484
MAGGIE: I could go on and on, but that is absolutely the ideal blend of the relationship between an EA and a chief of staff.
00:05:47.864 –> 00:05:56.764
MAGGIE: The EA is also probably going to be the closest ally in the chief of staff role and most likely the most utilized resource for a chief of staff.
00:05:56.784 –> 00:06:07.504
MAGGIE: So not only is it important on a relational perspective for the two people to get along and work together, but it’s good for business.
00:06:07.524 –> 00:06:10.464
MAGGIE: It’s good for business to have a strong relationship and to understand each other.
00:06:10.504 –> 00:06:17.364
MAGGIE: So what I’m going to do is kind of talk through some of the different ways that we can do this both as an EA and as a chief of staff.
00:06:19.324 –> 00:06:19.584
MAGGIE: Cool.
00:06:20.264 –> 00:06:20.584
MAGGIE: Okay.
00:06:20.684 –> 00:06:29.484
MAGGIE: So when a new chief of staff role is introduced, one of the biggest pain points can be navigating this relationship between EA and chief of staff.
00:06:29.504 –> 00:06:34.924
MAGGIE: So I will talk about first from a chief of staff perspective what I suggest.
00:06:35.784 –> 00:06:39.204
MAGGIE: First, approach humbly and assume the best.
00:06:39.484 –> 00:06:40.384
MAGGIE: So what does that mean?
00:06:40.484 –> 00:06:42.544
MAGGIE: It means I’m a chief of staff.
00:06:42.544 –> 00:06:45.504
MAGGIE: I might be coming in with like guns blazing.
00:06:45.524 –> 00:06:46.524
MAGGIE: I’m so excited.
00:06:46.544 –> 00:06:54.264
MAGGIE: I want to make all these changes and I want to have a big impact and people to recognize me for the things that I’m doing.
00:06:55.044 –> 00:07:10.924
MAGGIE: I tell chiefs of staff to really slow down and breathe and use these first few months to learn, approach humbly, assume the best in everybody and kind of adopt that learning mindset without changes for the first few months.
00:07:11.904 –> 00:07:16.764
MAGGIE: Additionally, shadow your EA enough to truly understand what you do every day.
00:07:16.804 –> 00:07:29.064
MAGGIE: So Jeremy, can I sit with you for a few hours for the next three days or three days over the next week or two, maybe at different times of day, and we can go over the things that you think would be most important for me to learn.
00:07:29.464 –> 00:07:34.764
MAGGIE: So what does Jeremy think as the senior EA is most important for the chief of staff to learn?
00:07:35.184 –> 00:07:51.804
MAGGIE: This is really, really important, both directions to truly understand each other’s jobs and have that kind of base level foundation built for the role before you get into all the things that a chief of staff is going to want to do right away.
00:07:52.344 –> 00:08:00.084
MAGGIE: I think additionally, like understand the EA’s goals in their role, their likes, their dislikes, what’s going well, what’s not going well.
00:08:00.504 –> 00:08:11.644
MAGGIE: Normal things, these are all things that sound easy enough, but when you’re in it, it is hard to slow down and truly think about what is the most important way to approach the relationship.
00:08:12.604 –> 00:08:18.144
MAGGIE: And finally, understand that the EA is probably a little bit nervous about their role changing.
00:08:18.444 –> 00:08:18.984
MAGGIE: Think about it.
00:08:19.564 –> 00:08:22.964
MAGGIE: And I know a lot of people listening are EA’s and we’ve got chiefs of staff listening too.
00:08:23.944 –> 00:08:45.544
MAGGIE: If you’re a new chief of staff coming into an environment where an EA and a principal have a long-withstanding relationship and there’s not a lot of clarity around what the chief of staff role is, there is going to be natural fear, natural loss of control, natural concern over their job changing, and you potentially being a catalyst for that change.
00:08:45.664 –> 00:09:03.404
MAGGIE: So I think that emotional intelligence is incredibly important for any kind of a person or chief of staff to step into an existing environment where they will probably ruffle feathers and it’s how to do that in the least, you know, in like the least aggravating ways possible.
00:09:05.624 –> 00:09:11.224
MAGGIE: So from the executive assistant perspective, you have a new chief of staff starting.
00:09:11.604 –> 00:09:12.364
MAGGIE: How do we do this?
00:09:12.744 –> 00:09:14.484
MAGGIE: Again, we assume the best.
00:09:15.004 –> 00:09:19.204
MAGGIE: Expect a driven achiever who wants to make an impact quickly.
00:09:19.844 –> 00:09:21.384
MAGGIE: That’s kind of a good term.
00:09:21.424 –> 00:09:23.264
MAGGIE: Terminology use for chiefs of staff.
00:09:23.904 –> 00:09:25.104
MAGGIE: But assume the best.
00:09:25.124 –> 00:09:31.624
MAGGIE: Assume that this person and you have aligned goals on supporting the leader in the best way possible.
00:09:32.184 –> 00:09:39.664
MAGGIE: And I think one of the most important things that I coach on this subject is approach the relationship as an EA with a teaching mindset.
00:09:40.104 –> 00:09:42.864
MAGGIE: So the chief of staff is approaching with a learning mindset.
00:09:43.084 –> 00:09:43.904
MAGGIE: Show me everything.
00:09:43.924 –> 00:09:44.424
MAGGIE: What do you do?
00:09:44.444 –> 00:09:45.404
MAGGIE: I really want to learn.
00:09:46.004 –> 00:09:58.844
MAGGIE: If as an EA, you can adjust your mindset to truly say, okay, I’m going to help this person learn and I’m going to show and teach and demonstrate the things I do, the way the office runs, the current state of things.
00:09:59.244 –> 00:10:10.924
MAGGIE: You’ll both be able to adopt an understanding of kind of this current state before a chief of staff is going to say, okay, now maybe we can make a few changes and make a few things better.
00:10:12.024 –> 00:10:27.444
MAGGIE: Teaching mindset, help the chief of staff learn how things work today before kind of, I guess, maybe having a more closed mindset where you’re nervous and fear-based and worried about losing control.
00:10:27.784 –> 00:10:31.344
MAGGIE: Be aware of those things, but try to work through that through teaching and showing.
00:10:33.404 –> 00:10:36.464
MAGGIE: Be prepared for process improvements and some change.
00:10:36.944 –> 00:10:40.684
MAGGIE: So that is a goal of a chief of staff and a goal of a lot of people.
00:10:40.704 –> 00:10:46.384
MAGGIE: I think there’s a lot of EAs out there who are excellent with process and efficiency and finding solutions to problems.
00:10:46.724 –> 00:10:55.304
MAGGIE: Chiefs of staff, a huge part of a chief of staff’s job is to make things run smoother and better and quicker and leaner and more efficient.
00:10:55.784 –> 00:11:01.044
MAGGIE: I don’t believe a chief of staff is going to be successful by stepping in and doing this right away before they learn a business.
00:11:01.484 –> 00:11:07.384
MAGGIE: However, expect that some of that will begin to happen and jump on board if you can.
00:11:07.444 –> 00:11:12.824
MAGGIE: How can I help or what are you thinking here or do you mind if I jump in and give you a suggestion on that?
00:11:12.844 –> 00:11:13.844
MAGGIE: I don’t know if I agree.
00:11:14.284 –> 00:11:19.304
MAGGIE: Open the dialogue, but expect some change and it will come easier if you expect it.
00:11:21.104 –> 00:11:29.384
MAGGIE: Finally, from the executive assistant’s perspective, understand and learn that chief of staff’s goals both professionally and probably personally.
00:11:29.724 –> 00:11:32.204
MAGGIE: Where do you want to go after this chief of staff job?
00:11:32.304 –> 00:11:36.724
MAGGIE: What are your number one things that you think you’re going to address as a chief of staff?
00:11:37.744 –> 00:11:38.944
MAGGIE: Oh, well, what about this?
00:11:38.964 –> 00:11:39.704
MAGGIE: I’ve identified this.
00:11:39.724 –> 00:11:40.824
MAGGIE: Should we work together here?
00:11:40.904 –> 00:11:54.204
MAGGIE: It’s an opportunity for you to get to know each other through asking good questions and kind of setting yourself up together to approach kind of what’s next in terms of the transformation of the office that you’re in.
00:11:55.604 –> 00:12:04.244
MAGGIE: So for both the EA and the chief of staff, some of these are a little bit repetitive, but I’ll repeat, intentionally build a relationship and get to know each other.
00:12:05.444 –> 00:12:11.864
MAGGIE: Kids, family, hobbies, favorite lunch options, quirks, ideal weekend, travel spots, get to know each other.
00:12:11.884 –> 00:12:27.404
MAGGIE: It can be hard to do those things when there’s a little bit of tension and anxiety, but we all know the better we get to know each other, the more human we see each other and the better we can work through some of that anxiety and conflict at work.
00:12:28.064 –> 00:12:31.304
MAGGIE: Again, assume the best, again, learn each other’s jobs.
00:12:32.704 –> 00:12:35.864
MAGGIE: I haven’t touched on this, but truly over communicate.
00:12:36.544 –> 00:12:45.804
MAGGIE: No one likes to be a micromanager, and I think that EAs probably can feel sometimes that chiefs of staff just want to know everything and want to see the business in all the ways.
00:12:47.124 –> 00:12:50.424
MAGGIE: Be okay with over communicating, especially at the beginning.
00:12:50.804 –> 00:12:53.864
MAGGIE: Get yourself and each other on each other’s pages.
00:12:54.284 –> 00:12:56.404
MAGGIE: Share maybe more than you think you need to.
00:12:56.444 –> 00:13:01.644
MAGGIE: Figure out what each other wants to understand and learn and what maybe isn’t as important at the beginning.
00:13:02.164 –> 00:13:07.244
MAGGIE: Over communicate at the beginning and really kind of find your rhythm as partners.
00:13:08.144 –> 00:13:10.804
MAGGIE: So simple enough, definitely not easy.
00:13:10.824 –> 00:13:12.144
MAGGIE: This is a hot topic.
00:13:12.164 –> 00:13:13.804
MAGGIE: It’s an important one to spend time on.
00:13:14.044 –> 00:13:18.464
MAGGIE: I’m sure we’ll come back to this at different points throughout the year.
00:13:18.484 –> 00:13:25.264
MAGGIE: But hopefully that was helpful to those listening around how to navigate the EA and the chief of staff relationship.
00:13:26.764 –> 00:13:27.644
JEREMY: That’s awesome, Maggie.
00:13:27.664 –> 00:13:28.284
JEREMY: Thank you so much.
00:13:28.324 –> 00:13:35.184
JEREMY: And I really like the idea of just kind of the if you’re new to the situation, you’re the listener versus the teacher.
00:13:35.844 –> 00:13:48.684
JEREMY: And too often you hire new team members or you join a new team and you come in and you’re trying to teach everybody what you know and you’re trying to, you know, insert yourself and make a name for yourself, kind of those high ego moments.
00:13:50.304 –> 00:13:55.104
JEREMY: And I think that’s very valuable, whether you’re the EA or the Chief of Staff.
00:13:55.124 –> 00:14:06.064
JEREMY: If you’re new to the to the triangle, then, you know, it’s always best to listen and have that season of listening and learning versus teaching.
00:14:07.584 –> 00:14:08.144
MAGGIE: Absolutely.
00:14:08.164 –> 00:14:09.224
MAGGIE: I couldn’t agree more.
00:14:10.444 –> 00:14:11.664
JEREMY: So awesome.
00:14:11.684 –> 00:14:18.724
JEREMY: So then I guess one thing that kind of came up, how have you seen with this relationship?
00:14:20.244 –> 00:14:40.584
JEREMY: Have you seen in your experience or, you know, the Chiefs of Staff and EA that you’ve spoken with, the job descriptions and the org chart, you know, questions or, you know, hey, my job description is pretty similar to your job description.
00:14:40.584 –> 00:14:41.724
JEREMY: How can we fix that?
00:14:42.824 –> 00:14:52.864
JEREMY: What’s maybe, you know, a few minutes of thoughts on that whole dynamic, because I know that can be an issue, too, where it’s like, hey, we think we need a Chief of Staff, so we bring them on.
00:14:53.304 –> 00:14:59.744
JEREMY: And it turns out their job description, there either isn’t a job description or there is, and it’s very similar to the EAs.
00:14:59.764 –> 00:15:05.824
JEREMY: And then it’s just like, OK, how do we actually get this sit down and get this on paper to where it’s clear?
00:15:06.604 –> 00:15:07.064
MAGGIE: Yeah.
00:15:07.524 –> 00:15:11.824
MAGGIE: You know, I usually suggest starting with an audit of what you’re doing.
00:15:12.564 –> 00:15:17.424
MAGGIE: So if, let’s say, you’re an EA in this example and you’re like, gosh, I’m doing a lot of EA work.
00:15:17.444 –> 00:15:17.804
MAGGIE: I’m an EA.
00:15:17.824 –> 00:15:19.304
MAGGIE: I’m a senior EA, for example.
00:15:19.724 –> 00:15:22.924
MAGGIE: But I also feel like I might be doing some Chief of Staff work.
00:15:23.264 –> 00:15:31.424
MAGGIE: And maybe there’s already a Chief of Staff or a Chief of Staff that’s new or coming in and you’re a little unclear about your role and how you’re going to work together.
00:15:32.224 –> 00:15:36.744
MAGGIE: Put everything that you do into Excel as an example of a tool.
00:15:37.664 –> 00:15:41.964
MAGGIE: Open Excel, put everything you do into a different box all the way down.
00:15:42.724 –> 00:15:45.064
MAGGIE: Column A, for example, all the way down one through.
00:15:45.084 –> 00:15:47.264
MAGGIE: Let me guess as an EA, like 75.
00:15:48.584 –> 00:16:03.864
MAGGIE: Then take Column B and put an X, or let’s say a C for something that might be Chief of Staff related and an A for something that’s definitely maybe more administrative and leave it blank for the things that you don’t know and you can kind of work through those later.
00:16:03.884 –> 00:16:12.524
MAGGIE: But basically, what kinds of activities are you doing that fall into the very general understanding of an executive assistant?
00:16:12.544 –> 00:16:23.824
MAGGIE: And we know that there’s so many different definitions out there, but for example, calendaring and expensing and travel, those items, what are you doing that are executive assistant responsibilities?
00:16:24.224 –> 00:16:26.444
MAGGIE: And then what are you doing that’s outside of that?
00:16:26.504 –> 00:16:41.924
MAGGIE: What are you doing that’s a little more planning focused, a little more strategic focused, a little bit more analyzing a business or putting recommendations together, a little bit more collaborative, getting everybody on the same page for things, preparing, briefing.
00:16:42.844 –> 00:16:56.164
MAGGIE: Hopefully you can kind of see some of the differences there and look through your audit, put time to the activities that you’re doing if you can and use that information to inform your next step.
00:16:56.544 –> 00:17:20.104
MAGGIE: So if you believe that you are doing more chief of staff style responsibilities, whether or not you want to be a chief of staff or you want to move in outside of like an EA role, you can do this activity to propose an increased scope or propose maybe a title increase, adding senior or adding executive business partner or special assistant to the president.
00:17:20.124 –> 00:17:21.484
MAGGIE: There’s so many options.
00:17:21.904 –> 00:17:24.704
MAGGIE: Do the audit, put a proposal together, have the conversation.
00:17:25.004 –> 00:17:31.784
MAGGIE: If there is a chief of staff involved in this scenario, sit down, talk to them about it, have them do the same kind of audit.
00:17:32.664 –> 00:17:39.104
MAGGIE: I think that a lot of times one piece that’s missing in these conversations is the recommendation.
00:17:39.444 –> 00:17:45.144
MAGGIE: So often an assistant will say, I’m doing these things and I know this to be true, and I’ve already done all this, but what do I do with it?
00:17:45.664 –> 00:17:51.264
MAGGIE: So-and-so is so busy, they’re not ready, they can’t listen to me, they’re off doing their own thing, whether it’s the chief of staff or the principal.
00:17:51.984 –> 00:17:53.324
MAGGIE: Put a recommendation together.
00:17:53.344 –> 00:18:04.444
MAGGIE: Maybe it’s an email, maybe there’s a couple slides in a PowerPoint deck where you say, this is what I’m seeing, this is what I think I can do, here’s how our roles could differ, here’s how maybe there’s some overlap that we should address.
00:18:04.884 –> 00:18:06.544
MAGGIE: I suggest we do this.
00:18:07.324 –> 00:18:22.664
MAGGIE: And then you’ve suggested a recommendation, you’re seen as a thought leader, you’re seen as somebody coming with a solution to something, and hopefully you’ll feel better about the way you’re analyzing your time and potentially fixing a problem of maybe some overlap and duplication.
00:18:24.844 –> 00:18:25.264
JEREMY: Love it.
00:18:25.284 –> 00:18:25.784
JEREMY: Well said.
00:18:25.804 –> 00:18:26.384
JEREMY: Thank you, Maggie.
00:18:26.404 –> 00:18:26.824
JEREMY: That’s great.
00:18:26.844 –> 00:18:28.584
JEREMY: I love the starting with the audit.
00:18:29.304 –> 00:18:35.224
JEREMY: I have people, executives reach out to me all the time, say, I need to hire an assistant, but I need help.
00:18:35.244 –> 00:18:37.864
JEREMY: I don’t know how or I need to hire a chief of staff.
00:18:38.004 –> 00:18:41.304
JEREMY: And it’s like, OK, well, what do you want them to do?
00:18:41.344 –> 00:18:42.444
JEREMY: Like, well, I don’t know.
00:18:42.464 –> 00:18:43.764
JEREMY: I just I think I need one.
00:18:44.004 –> 00:18:46.264
JEREMY: And it’s got to start with that.
00:18:46.284 –> 00:18:50.464
JEREMY: Like you said, just list out everything that you’re doing and make a list.
00:18:50.484 –> 00:18:52.164
JEREMY: So well, well said.
00:18:52.964 –> 00:18:54.544
JEREMY: Well, Maggie, thank you so much.
00:18:55.184 –> 00:18:58.584
JEREMY: Great conversation, as always, and great tips, as always.
00:18:58.864 –> 00:19:04.004
JEREMY: I’m excited to dive into more topics over the coming weeks and months.
00:19:04.224 –> 00:19:07.944
JEREMY: And the let’s see, we’re going to talk about networking.
00:19:07.964 –> 00:19:21.564
JEREMY: We’re going to talk about the negotiation skills and interview strategies, financial acumen, managing executive engagements, building confidence and more.
00:19:21.664 –> 00:19:27.544
JEREMY: So stay tuned, everyone, for future chats with Maggie Olson.
00:19:27.984 –> 00:19:33.924
JEREMY: And be sure to check out the show notes at leaderassistant.com/260.
00:19:34.484 –> 00:19:48.504
JEREMY: And you can find out more about Maggie, connect with her on LinkedIn, and obviously check out her course at leaderassistant.com/nova, leaderassistant.com/nova.
00:19:49.004 –> 00:19:50.104
JEREMY: So thanks for listening.
00:19:50.124 –> 00:19:51.304
JEREMY: Thanks again, Maggie, and we’ll talk soon.
00:19:51.844 –> 00:19:52.344
MAGGIE: Can’t wait.
00:19:52.464 –> 00:19:52.864
MAGGIE: Take care.
00:20:03.244 –> 00:20:05.984
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