The EA:Power behind a throne
Top-level executive assistants are critical, writes Helen Bennett — they are at the boss’s right hand.
IF YOU believe an executive assistant is just another name for a jumped-up secretary, think again. Top-flight EAs can wield as much power as high-level managers, and often demonstrate more influence than most others in a company.
And the pay’s not bad. EAs with high level technical and interpersonal skills who can deliver commitment beyond the 38-hour working week are well rewarded. According to a survey commissioned by recruitment company love* , a division of Ambition Group that deals with high calibre office support staff, high-level EAs can earn around $120,000 a year — but most earn $70,000-$90,000.
Love* director Andy Gent says the bi-annual executive assistant and secretarial support salary survey shows employers will provide large rewards. depending upon very specific performance attributes.
“The top salaries reflect the fact that the EA/secretarial support role is no longer a `poor relation’ position. These days there’s a greater focus on teamwork, multi-tasking and organisation and time management duties,” Gent says. “Five years ago an EA might have picked up calls and completed mail, but that focus has now changed. Some of our respondents talked about a broadening of the role to include HR, marketing and facilities management duties.”
Executives are very clear in what they want in an EA role, with three “must have” attributes:
- Multi-tasking and adaptability skills
- Presentation skills, particularly ability to deal with internal management and external parties.
- Technology and software skills.
Gent says there aren’t a lot of jobs around at this level and the field is highly competitive, but Top 20 companies and some smaller companies that turn over $20-50 million annually are prepared to pay for absolute commitment and long hours from an EA who has the three essential attributes.
”If you’ve got someone entrepreneurial who can organise, a person who can be a CEO’s right arm, then that company is willing to pay for such talent. Many top EAs are quite feisty individuals who are used to dealing at very senior levels. They are not decision makers necessarily in themselves, but control who gets the ear of the CEO — they often stand as gatekeepers and can be quite formidable.”
Gent says although the position is not qualification-based, essentials include the usual range of office technology, and other office skills. But a good EA is a lot about ambition, attitude and personality. “You can’t classroom learn this job necessarily — even though the position of EA can pay like a profession it’s not like being an accountant or lawyer where you achieve a certain qualification and proceed along a certain career path.” Frances McWilliam (not her real name), executive assistant to the CEO of a medium-sized construction company in Sydney’s inner west, decided in the mid-1990s that she wanted to do one-on-one PA work.
Now, at 39, she’s at the stratospheric level of $120,000 or so a year. But to justify that sort of salary Frances’s level of commitment is high — her laptop is always within arm’s reach and she’s available 24/7. It can be draining. “I’m often called in the evenings and at weekends but it’s more of a `heads up’ situation so I am prepared for whatever arises in the week ahead.”
And it’s not just what goes on at the office that’s on the list of Frances’s responsibilities. She also has complete access to and management of all private matters for the CEO — the entire sphere of his life is looked after.
Frances doesn’t see the position as a “jumped up” secretary: “I don’t see it as a natural progression … it takes a different set of skills. I do little or no traditional secretarial work — obviously these skills are useful, but those sorts of tasks are not part of my job.
“I’m a key part of the management team and create much of what I do in a decision-making role, a management role but without managing people. I’m not sitting behind a desk all day.”
There are courses and programs that can boost skill levels and offer a network of support. The Australian Graduate School of Management runs a three-day residential course, Advanced Management Development, for very senior EAs who are often supervising more junior EAs and influencing other people, managers and extended stakeholders. According to senior lecturer Julie Cogin, these EAs often have a high level of responsibility, sometimes even managing projects, with course participants coming from across Australia and Sout East Asia.
“They are very smart people, they have networks and are often running the business while the boss is away. It’s sometimes difficult to find the time for a course such as this, but participants have their mobiles, their Blackberries and if you demonstrate your worth your company will recognise it and support you.”
And life doesn’t stop as the right-hand person for a CEO — effective EAs can take on managerial positions, with programs such as Cogin’s helping to educate in this direction. Part of the course is analysing financials and project management — challenging work that leads into management.
Australian Graduate School of Management – Advanced Management Development for the Executive Assistant
Australian Institute of Office Professionals
http://www.aiop.com.au/
By Helen Bennett, The Weekend Australian, October 7, 2006.
