A memo from Amy Marsden

Working for a global business is an exciting challenge for any Assistant; working efficiently across time zones, maintaining relationships remotely and communicating concisely are key to the success of an international operation. In 2013 I joined a US-based international digital investigations firm, working to support the head of their London business.

In my role I worked closely with assistants across America, Asia and Europe, but noticed that each of us employed different methods and styles of working, which sometimes caused confusion or frustration. We were lucky to have a central repository of information on systems, yet it was sometimes outdated or redundant. I raised the issue with my line manager, who encouraged me to lead the creation of a guide to support our assistants globally. With the help of two enthusiastic colleagues in Boston and LA, I began the formulation of an ‘Executive Services Guide’ to consolidate standards and support the team to work in a leaner manner, whilst also embracing our individual capabilities.

Our first step was to schedule a call to discuss content and action points. Who should review and edit our guide? Which team member would be responsible for maintenance? Naturally some key areas emerged, covering company policies and procedures, system user guides, best practice for PA/EAs and other miscellaneous documents.

Our team agreed a timeline and monitored actions using a Gantt chart. In leading the project I was able to support the global team in utilising their unique skills. Delegation was based on our strengths; I covered the ‘best practice’ and ‘working across borders’ chapters, whereas my colleague in LA was a systems expert and produced step-by-step instructions. It was a great motivator to focus on the things we enjoyed, especially as we drafted the guide during our (very rare) moments of spare time.

We learned a great deal in the process; it forced us to address the things that worked well at the company, as well as areas that required a little attention. Our guide was very well received by colleagues and bosses alike. Guides act as an evolving document from which assistants can drive change. In my current role supporting the CEO of Earthport, I have repeated the process.

I would highly recommend other global assistants consider undertaking a similar project. Use it to improve your skills outside, demonstrate leadership and take ownership of the productivity of your team. Improve your understanding of the business while raising your own profile. The sky is the limit!