Finding Meaning in Administrative Jobs | Rosamaria Carrillo | Skillshare
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10 Lessons (2h 2m)
    • 1. About the Course

      1:47
    • 2. Know Your Why

      13:32
    • 3. Align Your Values and Career

      9:38
    • 4. Define Your Sectors and Field

      11:17
    • 5. Name Your Population

      17:26
    • 6. Plan Your Rise

      32:41
    • 7. Articulate Your Point of View

      5:05
    • 8. Lead From Your Position

      5:58
    • 9. Learn the Company Culture

      17:10
    • 10. Share a Learning - Project

      7:19
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About This Class

This course is a practical guide on how you can find a meaningful job as an administrative professional. I've worked as an administrative professional for five-plus years, and it has been gratifying. I've thought long and hard about my career path and why my job has been meaningful. For many, administrative jobs are the worse option or the only way to get into a career they love.

Well, I am here to tell you that you can have a meaningful job in the administrative track. But, like any other job, you need to be thoughtful, selective, and forward-looking. What I've come to realize over the years is that we (working professionals) have much more power and leverage in the market place. It is easy to look for a job, any job, and then get stuck in a job that is not meaningful or fulfilling.

This course asks you to respond to many important questions to help you align your values to your career goals. It also addresses many of the common barriers that administrative professionals face in the workplace, and offers concrete solutions for overcoming them. By the end of the course, you will have a well-thought-out career plan for your administrative career.

So, before you get started, make some coffee or tea and pull out a notebook and grab a pen. And leave any questions you have along the way in the comment section.

Let's get started.

Rosamaria

Meet Your Teacher

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Rosamaria Carrillo

Educator, activist, entrepreneur, & YouTuber

Teacher

Hi, friend! Welcome to my channel.

My name is Rosamaria. I graduated from the University of California - Berkeley with a Masters in Social Welfare with a focus on management and planning. I am here to share my passion for leadership development, marketing, productivity, and self-help strategies to both motivate and inspire you.

My channel focuses on the creation of courses that let me actively share everything I learn, read, and listen to every single day. I create courses that will help you advance in your career and achieve your personal goals. I've always been an avid consumer of content around career advice and professional growth, as well as anything related to business and nonprofit leadership and management.

Interested? Subscribe to my channel to receive no... See full profile

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Transcripts

1. About the Course: Hello, everyone. My name is Rosa Medea. Welcome to my course. Finding meaning in administrative jobs. In this course, I will share with you an action plan to help you find an administrative job that it's meaningful and also share some tips on how you can find meaning in the current admin job that you have. I have been in the admin track for about six years, so I know personally that you can have a rewarding career in admin jobs, so long as they they align with your purpose, your values and your career goals. We'll discuss some of the important questions that you should ask yourself before you start looking for an admin job and to also help you decide whether you need to move on from the current job that you aren't to look for new opportunities. This is a follow up course to my first course called Introduction to Administrative Professionals, Part one. In that course, we discussed the difference between being an administrative assistant program assistant at an executive assistant, went through kind of skills that you need to thrive in those positions and also the differences between between them. I recommend that you go watch that courses well, because they'll give you a broad overview off the field. And it will also give you good language in a perspective that you can use to land a job opportunity. I am thrilled that you've decided to take this new course, But before we begin, I wanted to take a few minutes to ask you to subscribe to my page so you can stay up to date and you can get notified when my new courses come online. 2. Know Your Why : to finally administrative jobs that is meaningful. You need to ask yourself a several questions about your goals, revisions and your career path. Some of these questions are. What difference do you want to see in this world? What contribution do you want to make to that difference? What population do you want to serve? Why do you want to work in a particular sector or field? Why do you want a administrative child versus a programmatic job? We'll work through these questions in the following session, but in this session will focus on your reasonings for entering the administrative feel. One of the most important questions that you need to ask yourself is. Why would you enter your career path through the administrative track versus the programmatic track? Being able to identify and articulate your reason for entering the administrative field will help you narrow down your job search and help you in the interview process. If you are already in an adamant administrative chop and you're feeling stuck, this question can help you reflect on the reasons that reason or reasons that drove you to enter this field and help you decide if you should remain in your current job. Get a little pen and paper so that you could respond as we're going through the course. There are a variety of reasons why one would enter through the admin job, and I will ask you several questions to get at your reasoning, and hopefully you could find it as we're working through the curriculum are you apply for an administrative job to enter an in demand career. Administrative jobs are a good way toe. Enter competitive fields like acting and writing, and media and music and television and technology. And and this is so because many of these competitive careers require a certain level of expertise, a certain level of experience and connections. And so those could be a barrier to many people if they don't have one or more of those strengths. An administrative position or job is a good way to get you into a field with a little bit less experience and a little bit less expertise, mainly because the kind of jobs in skill sets that you need are very administrative, very technical, and those don't require subject matter expertise as much. Most of the skills that in administrative jobs are transferrable and focus on project management and relationship built in this kind of mix industry expertise and experience, a little less relevant to the job position. This does not mean that you don't study the industry that you want to go in. You don't study their lingo, their language and that you don't learn about them before you apply to these jobs. It just means that deep expertise is not needed as much as if you were going to apply to a programmatic job. You still want to do your homework on the field that you're trying to enter. The beauty of administrative positions is that they will give you access to networks and people and overall experience in a field that maybe you didn't intend to go into. Maybe you didn't study it. Or maybe you're looking to make a change. And so it is a good entryway into these competitive careers where you weren't sure you work in a end up in thes administrative jobs are really good for raising graduates, students undergrads. They're good for people who are looking to transfer from one field or industry into a new field in industry. They give you a kind of a lower threshold to get into these industries and a special if you're a college student and if you're kind of an undergrad and you didn't have a sense of direction of where you wanted to go. The's administrative jobs are really good for you, too. One test out what it feels like to be in an industry and to be doing a certain kind of work that you were uncertain toe. Inform your perspective on your future career. Same thing for people who are transferring between industries but aren't quite sure. Or maybe they are sure they want to transfer into a new industry but just don't have the experience toe to justify that change. The other option is that your maybe are you apply for an administrative position because it's a transitional job. And, yes, going into administrative job to break into an intimate career could be a form of a transitional job as well, right? You're trying to break into a career, stay in the Adam and track toe, develop your kind of your skill, set your networks and the know how, so that you can transfer into an ideal job. Adam and chop. So are good transitional or placeholder jobs that allow people who are looking to make a personal transition or who are reaching a personal milestone and need a bit of flexibility . This could include switching careers. For example, If I wanted to break into the tech sector and become a programmer, I could apply for an adamant job at a company and maybe take some sculpture courses, community college courses at night to learn the language and the actual skill sets, but also be developing the networks there and understanding the field as a whole in understanding the challenges about the the field in the work environment. Maybe you are returning to the workforce. You've maybe been out to carrying for parents, aging parents, Children. Maybe you were injured and her and you couldn't work for a while. These are good and trip point jobs, especially if you had a gap in your work history and you feel like jumping in completely into a really high stress competitive environment may not be the first ideal step. Administrative jobs were good way toe help you make that transition into the workforce and bring you an income, and sometimes there are people who choose to jump from programmatic work to administrative work, too, meet to have more flexibilities for those personal milestones. Maybe they want to have Children and Neto cut back on work hours or travel hours. And a good way is to go into an administrative job. Maybe, you know, now they want to take care of their parents and can't quit their jobs completely. But they can transition into an admin job that requires less work than a programmatic one would. So there are various reasons why people can't can and do go into administrative jobs. Those were just a few, and I think it's important for you to be clear about what this job this track would be for you. Then there's the people. Whole are in turn because they love the admin portion. They love the coordination, the administration that tracking the details, the event planning that goes into it, just being all enjoying that whole process and want an administrative career. And if you are this kind of person who wants a career in the administrative track, it's gonna be very important for you to have a plan for how you get from an adamant to whatever administrative position you're looking for. You'll have to let people know that this is where you like to go. Your colleagues and your boss is that this is your career path, your trajectory, and you are going to have to lead your career forward. There's often this idea that maybe people I don't want to be an ataman administrative jobs and want to, um, go into programmatic so sometimes they'll be pushed out into programmatic work after a while. So if you really love the adamant component off the work that you have to be clear that this is where you want to stay in the admin and there are Ah, lot of paths, there's office managers. There's organizational men, just depending on how big your businesses are company that you're working for. There's definitely a char different functions in HR. Different functions and technology different a range of opportunity, but you'll have to be very clear about that. This is your career path that you're gonna seek education and training to continue to grow and to thrive right in the in the field. I also want to acknowledge that for some people administrative jobs, Arthuis Onley option. It's the main entry into professional jobs. And if this is the case, I do want you to know that there is still a lot of opportunity for growth. There's a lot of opportunity for flexibility. There's a lot of opportunity to do what you want, right. You are not stuck through in thes jobs. And just because you have to start through the entrance track doesn't mean you have to stay in that track. And there are things that you can do to get out of the track as soon as you can and the opportunity presents itself, so I don't want you to be discouraged. If this is the only way that you can enter the professional world, it is important to understand that you still have a lot of agency and a lot of decision making power about what kind of organizations you get to work in, what kind of people that you want to serve, what kind of career goal you want to have. So don't get discouraged. If this is an entry point, that is three only option for you. I have found that people who are coming from community college tend to be funnel through the admin track and it may not necessarily be a choice, and it is a good pathway into a variety of careers. And so we'll discuss some of those additional questions that you get to ask yourself to maximize the experience that you would get in an administrative job. In summary, we talked about the different reasons that somebody made choose to enter through the administrative track versus a programmatic. Maybe they're entering through because they're trying to break into an in demand career. Maybe they are looking for transitional jobs because they are in a moment of transition and need flexibility and need less stress. Maybe they need to travel less. And maybe there are a lot of personal things and they need that breathing room. And then there's the option off choosing to make the administrative track your career path . And so if that's the case, there will be a lot of good information here toe how to maximize that experience now that you have identified the reason for applying to an administrative job or decided to go through the administrative track. Now we're gonna talk about aligning our values and our goals and a career ambitions. In the next session, sections 3. Align Your Values and Career: Hello, everyone. So in this section we're gonna talk about aligning our purpose, our values or beliefs in her career, administrative jobs exist in hundreds, thousands of fields industries, and it is so easy to align your values with organizations in those range of industries and field, so that will not be a problem. But you do need to be clear about what your values are, what your beliefs are, what you want your career to look like. I'm gonna go through a range of questions that you should answer before you start applying to jobs or start looking into organizations and companies that you're gonna fly for. Unimportant question. Very important poll question that people across shop industries are are struggling with. What are you passionate about? What my passionate about? Are you passionate about education, business, health, art, photography, fitness, engineering? I'd like you to write down a few bullet points that says I am passionate about thes seven things. Take a moment and write those seven things down. The next question is, what change do you want to see in the world as it relates to your passion? For example, say you're passionate about education may be The change you want to see in the world is I want all kids to have access toe free, affordable, high quality apology, quality education in the United States. Maybe you want to work in the tech sector and you're passionate about health and wellness. Maybe, in that case, your chin. The change you want to see in the world is that you wanna work with companies that build technology that are offer bagger diagnostic products right now in the Bay Area, where is where I resigned? Everybody is coming from everywhere to enter the tech sector and start and work in the startup field, and they're tapping the education field, the health care field. It's important to house that vision, in that point of view about what change you would like to happen. Most people want to change something for the better. It could be a better outcome. It could be better process, a better experience. But it's always about change. The third question that's important to ask is what do you want to contribute to that change ? It is impossible for one person to make address to change in the world, but as a collective weaken, be transformation on anyway, All right, so being clear about what your contribution to that change is is important for you to be clear about it. We all have talents, perspective, skills, experiences that can't that our contributions, and we use them all the time to make decisions. But being clear about how your talents and expertise and your experience in your perspective can be used to make a positive contribution to the thing that you want to change, we'll be important and will guide your career path. And then we'll guy the decision making that you, um, make to take a few minutes and write out what your contribution would be. And you can list them as under sub categories of talent, skills, perspective and experience. Here's an example from my personal life. The change that I want to see in the world is that is that I want to remove the social and economic barriers that first generation students, low income students and students of color face when they get into college and as are graduating from college. That's kind of the change that I'm looking for. I'm looking for ways to change both the social and the economic barriers rain. It's a guiding vision, which basically says that there are challenges that first generation students have. There's challenges that low income students face and that students of color face in their college career journey. And that's where my interest is. And those are. That's where the change that I want to make is act right. Very narrowed. It means that I'm not looking into a high school education, pre K education. And so my contributions. There's a lot of contributions that I could have to solve these problems or make changes to the experience of college student one. My experience. I am a first generation college students, and I am a student of color, and I graduated from Berkeley and I faced a lot of social and economic barriers while I was there. So I have my experience, my whole academic experience from kindergarten through my graduate school, right, so that is all valuable insight that I can use in a job that I go into. They've got experience. It's that's valuable, gives me a lot of insight, gives me a way of thinking about the world that is interpreted from my perspective. I am an insider trying to solve some of the challenges that I saw in the process of the education system. My perspective, because I am first generation because I am a person of color. I have a perspective about the world that I can sure and that I could used to develop my career path that I could use toe inform whatever career choices that I make or even a work plan, they inform the kind of organizations I want to apply to. Then I have, like, my education and skill set. So I have a B A in psychology, sociology and an MSW measures of social warfare. Um, and I have spent six years in the policy sector by understanding the change that I want us in the world, my personal contributions, I have I It narrows down the kind of companies that I want a war for, the kind of in in company nonprofits, the kind of sector that I'm gonna look into. I also want to acknowledge that maybe you're not as clear about your vision, and that's okay. Maybe you start with an interest and then move from there. Maybe you start with an opportunity that's presenting itself, and then you move. From there, there is always something toe learn from any any job that you have. So don't worry if you can't find the perfect job that's aligning. There is always something to learn from anything that you have. As long as you're reflective songs, you're thinking about what you're learning and how you can use it to move towards your career goals. In summary, we I asked three broad questions to get you to start thinking about your passions and your contributions, and the whole idea is to clarify what you would be doing with your life thinking through at the broadest level. What is your passion? What, um, areas of work? Are you interested and then thinking about what's the change in each of these that I'd like to make? And then below that you write witnessed your contributions. To be clear, be very specific about the education that you have the training that you have. The skill sets, the perspective, your experience. Access to networks Resource is that you have. There's so much that you could be contributing to and and being able to lay it out in a document will also make it super easy for you to reference when you're in a job. Interviews. Take some time to finish this section before you move on to the next video. 4. Define Your Sectors and Field: we covered a lot in the last section work through those prompts. I think they will help you make some really good decisions about your career path, about kind of the jobs that you will be seeking after this course or whenever you're ready and we'll give you some really good language that you'll be able to use in any interviews that you do happen now in this section, we gonna talk about now kind of the businesses, maybe nonprofits, companies that you may want to work in and in which industries and sectors. I'm sure you picked up in the last module that you could address a challenge or a social issue from a variety of angles. And so let's get a little bit clearer about where you're Inter Point could be right. There are so many ways that you can solve some kind of issue. Macon experience Better improve a process, so if we can narrow it down and articulate it, the better you'll be able to articulate your vision when you're in an interview, a swell or as you're moving through your career journey. So let's look at sectors that you might be interested and sectors are just these large segments of the economy, that kind of lump, a type of job. I'm gonna point out three big sectors in the public sector. All jobs related to government fall under it. And it's called Public Sector because their public service jobs, any city job, any state job is a public sector job. Then you have the private sector, which is kind of all the jobs and businesses that are business, their business focus. It includes retail chains, fast food. It's all that private sector. It is the sector where all businesses are in, and then you have the none profit sector. The nonprofit sector in the United States is this sector that tends to work on a lot of social issues. They're trying to improve something that they see out in the world. They're targeting a specific population. They're targeting a specific challenge, and it's call nonprofit sector because the institutions don't make a profit. Most of their some models that do allow for making profit, but you don't keep your profit. So in these sectors they tend to rely on money from foundations and individual donations and different kinds of revenue sources, and they are intended or are formed to address some kind of a social issue and do either advocacy or provide a service. And so those are kind of the big once that people tend to fall into. So you either fall into the public sector workings in some kind of government jobs. You have the private sector, which is any type of business. And then you have the non profit sector, which is all about social change and serving different kinds of populations and doing a lot . And that sector itself is very Rada's well, so within those really big categories than you kind of have these more thes subsector areas of work that kind of get together So you have financial sector can even have financial services that you have manufacturers. Maybe you have biotech. Maybe you have, um, Policy nonprofit, where maybe direct services work. So there's a range of options in between each sector and all of these groups clustered, and you don't necessarily need to go deep in understanding. The difference is I just want you to have an overview of the kind of jobs that are out there and how they all kind of relate to each other and it's important to understand that many of these sectors are cross cutting. They are connecting either different industries. A lot of the innovation that's happening in the Bay Area. And I didn't mention what Bayer means that it's San Francisco, Oakland kind of Richmond Strip of California. But a lot of the innovation that's happening in the Bay Area is kind of a crop. Is bringing ideas that are cross cutting is creating number start ups that are addressing social problems through business and other unique perspectives. And that's where the innovation is happening. I'm sure with you again my personal example. I'm interested in the education sector. But more specifically, I'm interested in the higher education sector and field. So it's not all of it. It is a very targeted college age span, right? So that's where my focus one of the main questions that you're gonna ask yourself is like, What sector would you like to work for? Do you want to go into the business sector? Do you want to go into the nonprofit sector, or do you want to try out kind of the public sector because we doing those really broad categories? And there's kind of the industries, and then there's very specialized fields, so it just gives you some clarity about where you want to go because you can address in each social challenge. Or you can improve somebody's quality of life of population or work on something from any of those three big sectors. You could go through the do public service. You can find jobs, administrative jobs in the public sector. You confined administrative Johnson Company's business companies, tech companies, any kind of business. You can do that also in the nonprofit sector, so think and name a few. I personally always knew that I was gonna go into the nonprofit sector, so I didn't even bother looking in the for profit sector of public sector. I knew that my career path would be in the nonprofit sector, and that can change, and I'm not tied to the nonprofit sector forever. But I knew when I was getting out of college that that's where I was gonna work, and that's where I ended up working. If you already graduated with a college degree, it's likely that you already specialize in some field. I received my masters of social welfare and with that degree, I could go into any sector so I could work on my career goals. Um, I becoming a social worker, and I could become a social worker for the state or the county or any kind of city agency, maybe the school system. I could become a professor and working through the Schools college, a system that could be I could become a college counselor, that the options are endless. I could also go into the for profit sector as a social worker, but work in a different kind of capacity, maybe for an organization that's trying to serve a population that I care about. And so I have a range of options with that degree and most people do. It is still specialized, so I can go through the specialized field of social work and become a social worker. But I could also use it in a variety of ways. So if you already graduated with a degree in education or public policy and things like that, those you're already at the field level, so you kind of already have narrow things down. The question is, is do you still want off into the field and go into one of the three big giant sectors because you can do whatever you want. And really, this conversation about sectors and field and industry is about helping you recognize chest how much opportunity that there is out there. Just because you graduated with a degree in education policy doesn't mean that you have to go and work. And in with city government, you could go into the non profits after you've been going to the business sector. Same thing if you graduated with a degree in psychology, you are not tied to any career path. You two want to utilize your degree or your experience and credentials Well, but you you have an endless amount of possibilities and you can choose to do that now and say that you didn't get these specialized degrees you to admit more general study degrees that are more general. Or maybe you have a community college degree like an A. You still have a lot of opportunity to go into at the business and nonprofit sector and even in the public sector know that public sector has certain requirements, so I can't deeply talk much about it, but I know that they have certain requirements to get into these kind of city job government chops. But overall, everybody has many options, so don't feel limited by the companies and businesses that you can work for. In summary job opportunities are limited, unlimited. You can enter the administrative track through a variety of sectors through a variety of industries appealed. It is about you becoming more clear about what you want and putting it all together and in the following sections. We're going to continue to ask more and more questions so you can get more clear about where you would want to go. So take some time to put all of that together on, and then we'll move on to the next section. 5. Name Your Population: now that we know why were entering the administrative tracks what our passions, our what our contributions are. What's the change we want to see in the world and potentially Sectors and Fields industries we'd like to work in home. We're going to talk about something that's very important, that I don't think that gets talked about. And that's population. The people that you want to serve administrative jobs are interesting because they are about creating systems and that maintain either an organization moving that maintained a program that keep things running. A lot of the time you're building systems, your building infrastructure, your doing things that seem to be invisible until things break a part break down. Then you realize that Oh my God, something wouldn't run, has it wasn't easy was in fluid. Um, and now we're in a bind. That's when you know, um, you pay attention to the admin track when things fail, then you look at the enemy track. When things are going well, you kind of assume that things magically happen because off of that, a lot of times, folks who go into the admin track fuel a little removed from the programmatic work or the impact that the work that they're doing has. So it's very important. If you want to have meaning injured your job toe, understand who you're serving or what for what purpose are you maintaining these systems and building this infrastructure and keeping things moving smoothly. And it's important to kind of constantly come back like, Who am I here to serve? What's my population and won't go deep in the second section session to discuss that and why it matters so understanding that population was going to give you some really good insight on why you're looking for a job in a particular field. It will also give you some really good insight that you can use in your interviews. Um, because that's the more clear that people see your passion and a vision, the easier it is to connect with you and a very important in the interview process for people to see that your big thinker that you you're not just letting things happen to you, but your active in your pursuits, your career. Let's be get We want to be clear about who you want to serve, and this matters even if you are in an admin track. It is important that you know what are the demographics of your population? What is their race and ethnicity argue? Interested in helping communities of color generally? Are you interested in helping a sub population? Maybe it's African American, um, community. Maybe it's the Latino community. Asian American community. Do you have a population that you want work? There are tons of nonprofits. There are tons of services that get provided to different populations everywhere. And so, if you are interested in serving a particular population, that is great and you should articulate it. If you're like no, you know, popular. And the the race ethnicity of my population is not as relevant. I'm more interested and so to economic status or maybe a more interested in gender issues. That's okay. So if recently and ethnicity is not a thing, that is necessarily an important factor. That's okay. If it is, let's name it. Okay, Gender. Are you interested in working around gender issues? Are you interested in serving women? Are you interested in serving men? Are you interested in serving the people who don't identify as men or women? Who are you trying to serve in the spectrum of gender. And this, too, could be like, actually, gender's not a big thing for me. I am fine with serving African American community, regardless of gender, and that's great, too. So let's name that maybe you're interested in age and phases. Maybe it's babies, preteens, toddlers, teenagers. Maybe it's college students. Maybe it's young adults. Maybe it's the aging is just age play into your vision of change. Often times people can't are targeting Age Ridge, even if it's not clear or articulate. So maybe sometimes they'll be like, actually, I want to work with African American families or that covers a lot of each ranges. But maybe they're like, Oh, I wanted to work with, uh, black mothers. That's an age range tray there, their mothers, so they have to be of have to have kids if they're gonna be mothers. Maybe I want to work with high school teens who are Latino. There's eight range. Or maybe I want to work with seniors who are Asian American. There's an age component to a lot of the work that we do, but I don't think it gets articulated well. So if if it matters and if it is kind of an unspoken thing. Let's name that two sexual orientation. Maybe another thing that you are interested in when it comes to your population. Maybe they identify as part of the LGB two Q Spectrum. And within that spectrum there is a sub population that you want to work with and helps up brought problems for. Maybe that is the primary, that sexual orientation is your guiding vision not necessarily related to race. But you can connect all of these. So it's name what that demographic is. And if it's like, you know, for me, sexual orientation is not something that is of, um, importance to me, because I just want to work with within kind of preteens in education. And, you know, for me that doesn't have a focus. Totally finalists naming. And then we'll come back to discuss a few things about intersection intersectional work in how these demographics play with each another demographic could be economic status. There is a chance that maybe your population falls and kind of the low income or middle income or high income status, and being able to articulate that and income status it can in is labeled and Sometimes it doesn't get named as well. So it's important to be clear like, OK, I want to serve. Maybe Maybe you want to serve low income kids. Maybe it's low income kids of color. Maybe it's Chinese American kids of color who are low income. So this kind of, uh, demographic is important if it's related to kind of where they fall in the income spectrum . Maybe you wanna work with middle class folks. Maybe you want to work with rich folks and within different ranges. So let's name that, if that is of interest. And if it relates to door career path. Mimi, there's vulnerabilities that you're trying tow target. Maybe for you. It's about like I want to work with vulnerable populations, people who are really experiencing some deep pain that could be people who are homeless people who are dealing with drug abuse, physical abuse, trafficking. If the different ranges of domestic violence, there's a level off vulnerability that's happening in the population, and that, too would could be intersectional, right? So if if a vulnerability is related to your population, let's name that as well. There's also ability. I don't think it gets talked to as much unless your in working in advocacy for disabilities . But it's important to name that, too. Are you just your career path? Involve recognition that you're working with people who have a disability or not, whether it's visible or invisible, right? The visible disabilities people with were chest, maybe people who are paralyzed, maybe people who can't see well and have toe where aids are here. Maybe there's maybe you're more interested in the invisible Disability is people who are in chronic pain or dealing with illnesses that are chronic and invisible. Maybe it's, you know, bone related issues. If it matters, write it down. We'll put all this together. I know it's a lot, and I know that you can't solve everything for everyone. But I want you to get a clear picture about who your people are. Who's your population? Another idea is helps, Right? Health is an interesting thing, because if you're passionate about health, maybe you're like thinking I'm like, Oh, I'm passionate about that health and well being of people in a given city. Maybe I'm interested in the health and well being of people in a different income status. Or maybe it's the health and well being of, um, people who are a special or a particular race and ethnic group right name that if it matters to your career path, if it doesn't, it's OK. But let's name it. If it does, then there's also the demographics around location. Are you interested in working something in a place that works on a little regional area or in a small community, in a neighborhood, or in a city or in a state or in ah country? So understanding the the level off location that you want to work in? So maybe you're like, Oh, I really want to work in a neighborhood based organization that's providing a service to the community that I live in neighborhood level work. Remember, You're like, actually, no, I want to work at the city level because that I would have more impact than my population is, you know, Latino. Maybe it's teens living in this city, and then there's also the national and international level, right? Do you want to stay local? I live in the US, so maybe it's work at this kind of big scale federal level where I'm like touching, maybe policy that's at scale national implications. Or maybe I wanna work, um, outside of America and work in international work aid and things like that. So let's name that if it's important to you. So we went through a lot of questions around population. The goal really is for you to be clear about who your folks are, who you're people are. This doesn't mean that you're excluded. Another person, another group, another people. It just means that it's clarifying why you gravitate towards something and often times it's your personal experience that pushes you to something. Now I'm gonna give you a few examples because you can be a general or a specific, as you want about your population. Maybe you wanna work for a business or nonprofit in India that serves entrepreneurial women . This means that you want to work in the business within the nonprofit sector. And if you are in America and you said, this is international work for you. If you were in India, it's domestic work. For you, it means that for you, gender matters you want to work with women, and if they're entrepreneurial women, you are interested in women with a particular subject matter area of focus and interest, and this is both broad and specific because he can get more specific. You can detail what the economic status of these women are. You can detail the age range you want to work with. Choice is a lot of up to you, how detail you want to go and how broad you want to go with your population. Maybe after your population is a little bit more general. Maybe you want to work in the nonprofit sector. Sir. Fleeing the homeless in San Francisco Now maybe you wanna serve the homeless who are elderly in San Francisco. This means that for you, vulnerability is important. But so is location and age if you're interested in the homeless. So let's name that, maybe for you it's a lot more broad. And and it's just like I want to work for a non organization that serves the LGBT community in any location for you. Gender and sexual orientation may matter, so it's named that maybe you want to work in the tech sector solving a particular problem for a particular group. Maybe you want to work at a technology company that's building APS to get middle class folks benefitting from better financial resource is, or maybe you want to get folk women connected to better financial resources. So the options are, I mean, the population demographics could be very specific or very broad for you. I just want you to have a sense of who would you be serving when you go work at a At an organization? Being clear about the population that you want to serve means that when the work gets tedious tickets heart, it gets frustrated. You can come back to the people that you want to serve and ground you in that population, especially if you're committed to improving the quality of life experience, improving a process and making things better. So I think that it's essential for people in the administrative track to be connected to the population that wanted to serve into acknowledge that that's where their intention is, so that it could guide what kind of organizations you're gonna look for. And it's also going to help your articulate your vision in an interview, spent some time working through these demographics off your population, and then we'll move on to the next section 6. Plan Your Rise : however, one in this second part of the course working talk about developing a career plan. I hope that the first part gave you some really good insight about your life's work and that it allowed you to articulate your contributions to any of the work that you do. Meaning comes from doing the work that you love and feeling like you're moving forward and in administrative positions. It's really easy to feel like you're stuck, and it's easy to get frustrated and demoralised and being clear about who your population is, what your contribution is. Worrier, passion, lies. Let's gives you the space to reflect about the work that you do and whether or not you should move on from your current position or not. In this second part of the course, we're going to talk about the things that you should to assume. NAS. You get into the admin job that you want, and I hope that at this point it has aligned with your values and your purpose and your career goals. So that's what we'll discuss in this. The second part of the course. What do you do once you are in a job that you love. One of the most important things that everybody should have, regardless of what job they have, is a plan a year by your career plan. It could be one year, three years, five years. But having a plan gives you the ability to think strategically and to make some bold decisions about your career. It prevents you from floundering in any job you go into because it tells you what your work is or should be. This is really important end for admin jobs, because administrative jobs are very diverse across industries, and the top of work that you do is is different. And it could be different based on, you know, the month sometimes their short term projects that you're called to work on and you're working on a very short term project. Other times it's like you have a long term project, but you're moving across the different elements of the work. So these jobs are really like Jack and Jills of art Jack and Jills of all trades. And so it is really easy to lose sight of what you are doing, how you're progressing and you're moving forward because the lack of cohesion makes it feel like you're just doing everything and and you're not doing it for long enough to people recognize your contribution. So it is important for you to have that one year plan or three year plan so that you know that when you are done doing a body of work or working on a project like event planning project, you know where that fits in into your career planning. You know what skills you used, what you David, what you learned from that work. And so you're always thinking about the work that you're doing and how it maps out onto your point here. So what should a one year plan have? The one year plan should have or outline the goals and outcomes for that first year. Once you get into a job that you love, I really want you to get that job description into review it toe, make notes about it, and if you've been there for a bit of time, I want you write out your current projects in the task that you are doing. If you've been in the job or right down the current projects that you're going to be working on and the task you will be doing so there's two things you're reviewing your drop description, and then you're writing out the current work and the tasks related to those words. And if you find that there's a difference between the work outline in the description and the current work that you're doing or will be doing, I want you to hide like those differences you know, didn't bullet point. However you would like to make that distinction or how you would not like to notice and what I'd like you to do. You can do this by yourself. Where you could do it in partnership with your supervisor is that I want you to ride out with success looks like for each of the projects that you are undertaking for that part that you're contributing to. Once you have reviewed your job description and listed all your projects, I want you to take a moment by yourself to write out what you think success looks like for each of those projects. If you know what, your contribution should be right out what success would look like if you are the coordinator? What a success look like in doing this event planning this event, and I want you to also write down what skills you would be using and what would be a growth area for that project. So if you're gonna plan an event, you're going to be used in event planning skills and you can write the mouth, leg the metal out which ones you think you will be using, and also note the skills that would be a growth for you. What skills do not have that you hope to grow in this project, and after you're done doing that for each of the projects that you are taking on half are currently working on, I do think it's valuable to share it with your supervisor so that they can give you some feedback around what success does look like. Because sometimes we may have one version of success, but our supervisors may have a different version. So whoever is your supervisor or your boss you should feel comfortable to share. And this is really important because it means that you don't have the guess of what success looks like for you. It means that there is a target and you either medical, you didn't meet it. The other thing that I would like to add to that is, Think about what your level of authority is. It's not something that we talk about in the workplace. It is something kind of that we pick up when were relating to. People are supervisors or colleagues, but it's good to know what your level of authority is. If you have a micromanaging supervisor, it's likely let that your level of authority will be very low because micro managers like to make the decisions about everything. And if that's the case that then you know that all of the work that you do will go through your supervisor for final approval. If your supervisor is not a micromanager and is the kind of president says, do this and let's you do it means you have a high level of authority, and it means that you won't have to pass everything to your to your supervisor for approval . But it also means that if you're not careful, you could easily not meet the success measures that you may have identified or that your supervisor may have identified. So it's important to write that down. What's your level of authority? How far can you go in making decisions and when do they need to come back to your supervisor? And that's a very important discussion that you should have with your supervisor. As you're walking through this process for each project, what is my authority? What am I allowed to just do and what you need to know? Where should I bring you in? The next thing that I'd like you to do is, I'd like it to ask HR for the performance. Review it documents, whatever those are. I know that it may sound like it's a little too early to I start reviewing the performance evaluation or their documentation, but I do think that it's worth asking and reviewing it in conjunction with your job descriptions and the work that you're doing. Because in the performance reviews, it will tell you what they're gonna be grating. You are. Probably grading is not the best word, but I do know that depending on its different industries, they have different levels of expectations, and it's it would be nice if you knew what those expectations were and how they're measuring growth in the first part that you're doing around your projects. Your authority and understand what success is that's yours. But then the performance reviews is really late. Now, what they, I think is important how they're gonna measure all of their staff and their level growth. The performance review documents will give you a chance to prioritize the skills listed on that performance for you, especially for you, for the skills that you feel weak around, you know, to prioritize those the ones that you're strong enough, you know that you're strong and you're expecting strong, positive response to those skills. You could do this alone. I would like to see. I would like you to pull out the skills that are listed in that performance review, and you can do it. You could graft, um, in a little chart from one through five or one through 10. Whatever you prefer, list the skills down at the bottom. And then if you're doing one through 55 being excellent, you can use whatever measures that they have numbers if they have numbers or if they have words like excellent and great. I want you to map. Um, I want you to say, you know, my communication skills is a four. My ready skills are more of a three. My project management. It's like a five. I would like you to take the time to map out the skills way before your your actual for first performance review. It will give you a baseline about your skill set in this first year. But it will also tell you which ones you're gonna prioritize for the year, so that by the time your first performance review arrives, you know what you've been working on. You cannot articulated, can make your case for a promotion or for a salary increase. Now you have your job description. You have a list of your current projects. You know what skills your used and you know what growth you want to. You know your level authority. You've got the performance review documents that lay out what skills are valued in your organization and how they measure growth. Now I want you to come out, come up with three goals for that year. These goals could be project related. Maybe you want to take on one project from start to finish. They can be skilled based. Maybe you want to focus on a skill like writing, and you want it right as much as you can throughout that year. Maybe it's about network building knowledge management. Maybe you're trying to. For those of you who are in this trump transitioning to different career, your your goal could be learning about the industry, learning about challenges, learning about the, um, people, the big players in your feel. And so it's more about knowledge and cultivating relationships. So I would like you to lay out those three calls for that first year. The goal for Year one is for you to not only meet, but maybe exceed expectations for that first year. Remember, it takes six months to a year to feel like you are contributing. I'm staff person in any organization. So I really want you to be intentional about that first year. I want you to exceed expectations, and I also want you to feel like you're moving forward in terms. You have your your skills, your expertise, your knowledge, your performance. I want you to feel like Wow in one year, I have done so much both in terms of my career, but also my work and impact. I feel like I'm doing a good shop. I want you feel like you're doing a good job. I know when I first entered the workplace that first year, I didn't know if I was doing a good job. I knew that I did good work on projects, but I didn't know overall what it was like. And that first performance review was was hard because I didn't feel that it brought value to me because I didn't have a baseline. I didn't. I couldn't compare it to anything, and that had been a big mistake because I was doing all of these things. And even though I was getting pressed for doing this or doing that, I didn't see the alignment. I didn't see how it all worked together, and by the time I had my performance review, it was really hard to say, like this was my contribution to this project. This is not only the skills that I contributed, but this is the growth that made um, this is how I approach the challenges in this project. This these air the scales that I cultivated or developed over this past year. I had no language related to my success in that first year, so when you don't have any language and you haven't been tracking your achievements and your milestones. You don't have anything to say. You know what? I did such a great job that I think I deserve a raise. You can't if you do not have the language and you can't demonstrate to the person who's doing this evaluation or to your HR department, you don't have no leverage. And so that all of this one year plan career plan is really to give you that leverage to articulate, even if you do not get a race, you know that you laid it out there for your supervisor That says, I'm paying attention to my career. I'm paying attention to the skills that I learned. I'm paying attention, toe where I want to go. And I'm paying attention about how you are supportive and helping me move forward. Please take a moment to work through this part first. And for those of you who have already been working at a job and you've been in the administrative field, I would like you to do this for you. It's gonna be more retrospective. These air, the projects that I worked on these are the expectations he's worth the expectations at that time. Lay out whether or not you met them. You know whether or not it was a success for each project layout, whether or not there was what your level of authority that you had for each project and then go pull that performance review. And if you have more than one performance review, really take a look at it and map out what the performance review says of your time there. Whether or not you've seen any growth, if you haven't seen any growth, maybe it's because you're doing too much that there isn't enough time for you to actually grow a new skill. Or maybe it's your supervisors, really not invested in your career growth and is comfortable with you being wherever you are in the news and creating opportunities for you to get ahead or to develop new skills or new expertise. And then maybe it's time to move on. So this is a really important, um, exercise for you to complete this one year plan on three year plan. It's really important for assistance because I want you to stand out in that first year and one of the biggest challenges about assistance or people who are entering into the admin track is that you get pigeonholed and that if you don't present yourself from up front as a professional, then you kind of always fall into kind of the assistant me kind of personnel. And if your organization is very hierarchy, there's implications on how you get tricking. If your organization is very high article where titles matter. If you are looked down upon because you are an administrative assistant or you're working in administrative, um, roles, you will see an impact in how you experience your time there. So I really want people and your colleagues, your supervisor, to realize or see you as a professional, not as your title, but as a professional who is leading the way in their field in their role. Now let's talk about the three year plan. You're more than welcome to do a second year plan and have a plan for each year. That's great. If you do, I think it brings a lot of value. But if it's too much to have implant for its here, I do want you to have a three year plan that's kind of an overview off the next three years . I have seem a trend where I work in that a lot of people go into organizations for about three years, and between the 3 to 4 year mark, they transition out into a no organization, um, go elsewhere. And so if you feel like you're gonna give a three year, 33 years to a job, especially an adamant John. But it's important for you to have this three year plan so you could make sure that you get what you need before you move forward in your next milestone. And this is really important for those of you who have who are using it as that transition into a competitive or in demand career through your plan doesn't have to. Dia's detailed is that first year, but I do want it toe have some really important milestones, some high level milestones about what your goals are for the next three years. I want you outlined the skills that you want to prioritise. If it's finding you on a prioritized writing for the three years that should be in your three year plan, the most important outcomes and performance outcome sent, you want to get during your time at an organization, I want you to write down the promotions and raises that you want to get. And for those of you who are using this as the entryway into an in demand career, I really want you to think about the networks that you are going to cultivate and those relationships. And in this section, I want you to add a space for tracking your contribution to the large scale projects that come live in the next three years so that you can talk about them in your performance review. This is a no for women in introverts in most organisations. Not all. I mean, most promotions and raises go to the people who stand out who are perceived to be valuable and who are perceived to be good contributors to the work. It is essential for you to track your achievements. It is essential to lay out your contributions, how you grew, how you would approve everything that you touched. Because when you go into a performance review, you are gonna have to make your case, especially if you are very introverted or on the introverted side and and in your company woods value. It's extra version. I do want you to have a strong case for why you get the praise or the promotion and to be clear about how your working style is a benefit to the company. If you are a very introverted person and you like doing loom work, but you have really significant contribution to each project that needs to be on that document that you're developing, and it needs to be shared in your performance review. I do not want folks to penalize you because you're not this extremely extroverted person. It just means that you are going to have to bring up how great you are in performance reviews and in discussions. And if you can keep track and write the Mao in that performance review, you can remind people just how awesome you are. This same ghost for women. If you go into jobs aware, it's their high article, but then they're they're also male dominated. The expectation tends to be that you act more like a man in the extra version in okay, in in a lot of ways, and you do not have to fit into those rules. So that's why I really want you to be tracking your contributions and your success, because when you need to make the case for a raisin promotions, I want you just show how great you are as well. And acknowledging the challenges that you faced in a year that is related to whatever expectations are part of that culture is important for you to also track. And this is not something that you need to share with your supervisors. But it's important for you to understand. And it is important for you to become very savvy in understanding the kind of culture that's part of the organization and especially in very male dominated cultures where competition is part of the game. Yes, standing out is a little bit tougher in that kind of environment. So the more that you can track about track your experience, your work, your contributions and some of those challenges, the more inside you get into how you move in those spaces. This three year plan. I also want it to have something related to what the ideal relationships will be with your supervisor or boss with your colleagues, with the partners that you work with her clients. It's important for you to have a sense of what kind of relationships that you want so that you know which ones you're gonna nurture more and hopefully take with you when you move into a new job and what I really want you to think about, it's like, what do I want each of these people to say about me? If I use them as a reference you don't have Teoh abuser, you may want to, but I want you to really lay out some of the important people in your job or your organization who you're like. If I was to ask them for reference, what when I want them to say about me, I really want you to think about developing relationships with that mindset that are both authentic and that they are honest and it's not about using them to get ahead. But authentic relationships are important in our valuable in your career path, and the world is really, really tiny. And just because you're working in a really tiny nonprofit or business some place in Arkansas, that does not mean that you won't meet people in California or New York who know you. If I have learned anything working at my non profit is that the world is tiny, really tiny, something I really want you to write out. What, what your your work relationships will look like and should look like, especially if you will need them to help your career or to, you know, make the contribution that you want to make in this world. One of the one of the things that we don't take time to decide is what kind of relationship we want with our supervisors or our bosses. War the CEO and I think that those air valuable, especially your immediate supervisor or boss, depending on what industry you're in, I think it's important for you to decide what kind of relationship. Sometimes it's a hyper between a personal, professional relationship. Sometimes it's just very professional, nothing personal. Sometimes it could be very personal and not ideal. Um, if it crosses London's because it's a little too personal. So I really want you to think about what that relationship could look like. I would want you to have a supervisor who's not only interested in your ability to do your work, but also interested in your work growth path, but not all supervisor side like that, you will come across a lot of supervisors who don't think of anybody but themselves. And they're not thinking about your growth path. They're not thinking about bringing opportunities your way. And so it's important that you lay some of that outlet. What kind of relationship? What are the expectations in that relationships? Are they people who are invested in new or who are who care that you can just do the work? This should be in your three year plan to the same thing goes for teens. If you work in teams, what do you want those relationships to be like? Being able to articulate the relationships with your supervisor and your team gives you gives you a path forward. It tells you how you should be behaving to build those ideal relationships. So if you want to have strong relationships with everybody on your team, it means that you need to invest some time. If you don't want some relationship because you don't like him, then it means that you don't have to invest all that time. You just have to do your work, so just gives you a sense of clarity about where your emotional investment will be. This three year plan will be used to see if you're making progress each year on your goals and your skills and expertise. So it's really a high level review off what you want over the next three years, you can have a three year plan and then one year plans, but it should be kind of looking overall milestone document that lays out the big things that you want to get out over the next three years. It's important to have all of this later out so that you know how you get to move forward not only in that that job that you has, but also in the next jobs a document like this that very reflective of your work experience will be so essential in your interview in finding jobs that along with your skill set because you'll know what skills you develop, which ones you still need to grow on, you'll know what your contributions are. You'll know what growth you did. E. A's so extremely helpful when you're you decide to move on. If you plan to make the M its track, your career plan, you should probably think about your career in five years and have a five year plan and same thing layout, the milestones, relationships, your cools and also your raises and promotions, anticipated raises and promotions and the trainings that you would like to take in those five years to ensure that you're always making, um, forward progress in your career. So layout, trainings and conferences and things like that that are gonna build your skill set in summer. Everybody should have a one year plan in a three year plan. And if you would like to, you could also have a five year plan, especially for those of you who want to be in administrative professional for the long run . These clans will give you the language to get promotions and raises and to help you find jobs. So I hope that you spend the time to work through some of these questions. Okay, we covered a lot, so I hope that this section was really helpful. We're not going to go into the section on around how you stand out in the workplace. 7. Articulate Your Point of View: one of the most common questions that people ask in the workplace on the Web and any time that there is a leadership pound of sorts is how do I send out at work one of the easiest ways to stand out of work that goes beyond just your skills. And your experience is to have a point of view about the world and the work of the organization or institution or company. The previous questions that you answered about your passions, about the industries that you want to work for, the change you want to see in the world, your contributions, all of that should give you some insight around her point of view and especially those questions around contributions. Our point of view is often shaped by our lived experiences or work experiences, the experiences in community, uh, and the experiences of those around us. So we get to take all of that and think about reflect about water, point of view is and how we use it to stand out in the workplace. Your point of view is really your perspective about the world, about the work you want to do about the population you want to serve and how you wanted to that work and or think others should. I'll share an example again from my life. The challenge. I believe that first generation immigrant, college bound students face a variety of social culture and economic barriers that hinder their ability to thrive and graduate from college. That could be my challenge or the challenge that I see in the world. The solution to that challenge could be that we need to develop college access programs that design programming that address this social, cultural and economic bearish. First generation college students space, since this challenge can be addressed in a variety of ways and through different industries , I can articulate that as well, if I'm approaching it through the private sector. Maybe the solution is how can a company or start of address the challenges first generation students facing college that take into account of social, cultural economic barriers that they face? I connects the same question of education, nonprofits or universities or high schools. My point of view about this challenge has implications for the work that I do. It means that I have a viewpoint about challenges first generation students face. I believe that solutions for this student population need to be cross cutting and go beyond study skills. And I believe that solutions need to be scalable, have large impact. My point of view will have impact on the decisions. I make the questions I ask the program or work I choose to do and how it used to do it. Your point of view would impact many aspects of the work that you do. So having this clear understanding of your point of view will help you have better discussions with your supervisors, your colleagues or partners yourself. It will help you clarify because you are saying the world through a very specific perspective, and this also applies if you're want to go into the private sector or the business sector or the public sector, so get clear on your point of view. Just let it guide the work. You use it. Teoh. Ask the right questions to think about the right contributions, and you also give the space for shifting and growth in your point of view, because new opportunities come come up all the time. And so maybe your point of view was very specific one day, but then a new opportunity came, and you realize that there's a new, better way to do something. So it is. It's flexible, your point of view. It's flexible, and it's also your North Star about how you do what you do and when you do it. So get clear about that. If you have a point of view about the world that it will help you stand out, and this is beyond. This is going beyond just the skills that you need, the leadership skills this is, or the experience that you had. It's really thinking about you leading from a vision. You don't always need to articulate it, but you should be clear about it yourself. 8. Lead From Your Position: another way to stand out in the workplace as to lead from the position that you're It is very easy for entry level staff to not lead in their position, especially if they've entered companies and businesses or organisations where titles matter and titles give you status and breaking into that hierarchy. It's a challenge for this reason. I'm bringing it up here because you can lead from any position that you're it. And that is why I wanted you to be intentional about having a one year plan in a three year plan, because I want you to be clear about what your contributions are in any job that you take because you are a leader, you should behave like a leader on. Then you should have the the receipts and that show that you are a leader and that you don't get caught up in all the titles and that are given in competitive work environments and that you don't forget that you are a leader in your own right. Leading from your position as an administrative professional means that you recognize that you have, ah, point of view, that you have expertise and that you leave from that point of view. End that expertise. You are not just a receptionist of secretary, a office manager, a program coordinator. Your opinion matters, and you should share it with your supervisor with your colleagues, with your team and with the partners and clients that you work with. If you come in seeing yourself as a leader and you behave accordingly than others will see you, too. And if anybody wants to interfere in how you present yourselves, then you know that you have the authority, an agency to allow them to change the way you behave or you don't. And in places that are very hierarchical competition and where titles matter, it could be a challenge that when you step in as a leader, it could ruffle feathers. But if the more that you own your leadership, the less that you have to worry about others, perceptions of you or their expectations leading from your position is harder is hard to dio. I get it, especially for those of you who enter competitive work environments. So invest some time in understanding how you need from your position and understanding that your work, your point of view, your experience, it all matters. Your contributions matter to wherever you're working four and whoever you're working for. So it's important to constantly be thinking about. Like if I am a leader in my position, these air the ways that I want to behave. This is how I want to show up to the workplace. This is how I want to show up to my check ins to your meetings with clients. I am a leader, and as a leader, I show up in this way, and it's important because it's important because and I hate to say perception is everything if you feel like you are a leader, but you don't behave like a leader than people don't perceive us elite and this is easier said than done. So I definitely want you to take some time to really reflect on this idea what leadership looks like in your position at your organization. This will be probably harder to to for those of you who work and really competitive environments, where the title is everything where authority is granted based on your title or access. But the more than you think of yourself like a leader of the more others, see you as a leader, and the more that you can define what leadership means to you and within your environment, the better that you are in controlling how you are experience. So it's important to be clear about what leading looks like within your body of work and where you sit in the organization. And it's important that you don't adopt that your title and it's important that your title does not become your identity, especially for administrative professionals. Many entry level jobs are like administrative assistant in the programme Sister and the Coordinator, and it is so easy to get into those jobs in the workplace and feel like you're at the bottom. But the more that you behaved like you're at the bottom, the less people see us elite. So when you're stepped foot into your organization as an admin professional, you show up as a leader as an admin professional who leads a body off work and that maybe, you know, event planning or that maybe coordination in travel and things. But you lied that work. It is the work that you do and how you do it and why you do it. It all matters in the workplace in the next section, we're gonna talk about something that I've already had two down and that's company culture . 9. Learn the Company Culture: understanding the company culture off any workplace can help you stand out quicker and give you some really good insights on how you move within that company or institution. It often takes six months for a new stuff to to feel like they bring value to a company and a year for those people who goingto life high level positions. This is according Toa Michael Watkins, author of the book, The 1st 90 Days. It is important that you learned the culture of your organization, institution or company fast so that you don't spent six months trying to find a way to bring value to your team or your supervisor or the company. For administrative professionals, it is important for you to first understand where you fit in the company. It is important for you to understand how administrative professionals are treated in that company, and it's unfortunate. But in some companies and businesses and sectors, administrative professionals are not highly regarded. And if this is the case, it is important for you to understand what your experience will be or is in that work environment. If you end up in an organization or a company or institution, where Adam in professionals are not treated with the respect that they should be or appreciated for the work that they do. You may want to move on from that work because it is really hard to break out of those positions, and it just makes the your experience a lot harder. It's not impossible. There's always a lot to learn from any job that you are in. But some organisations have a negative work environment for administrative professionals. So if you end up in one of those, it's important for you to understand front what that means and how you're gonna have to behave and change the way that people perceive you and treat you. So how do you figure out what the culture is and where you where your role sits in the organization? Well, you look at other people in your role and you look at onto the administrative professionals , especially for those of you who want to be assistance or coordinators or executive assistance. You look at the people who are there now and you look at their relationship with their supervisors and you know what those relationships look like. Um, and it may be very diverse relationships Some supervisors are very micromanaging, and they have a very micromanage the relationship with their Adam and professionals. Some of them are very like big thinkers and don't bother supervising. And so that's a different experiences. Well, and so, no. Those trends. How do the people in your job, um, level interact with their supervisors and see if there's any trends related to that first? And then once you're in the job, invite some of those people in your role or in similar roles to lunch and, you know, ask them what they love about working at the company or what they don't like. I asked him if there's some stuff that you do, too, avoid making mistakes. I know that when we get new stuff in our organization, the people who lend on my team, I go to lunch if I schedule lunches with them. And I talked to them about the company culture intentionally so that they understand what the expectation is, even though it's not written anywhere, how my teams or teams function in the organization. And then I share some insights around what management looks like and what those rules and relationships look like to each other. It is not something that everybody across my organization does. But I do do it for the people that land on my team. Because I feel like the more that they know about company culture, the easier it is for them to integrate and the easier it is for them. Toe identify challenges that they make face that are related to the unrest in rules of company culture and then also go back and just know the kind of interactions that just the general staff have with Ackman's. Um, if if there are front desk people in your company, see what those relationships are, you know, do the staff acknowledged the front desk folks does, The CEO acknowledged. Doesn't say hi to the front desk folks, when they come in, what is the relationship with everybody in the organization and the admin staff? How is the HR department treated? How is the tech department treated? Getting a sense of what the culture looks like and what those interactions It's actually pretty easy to pick up whether or not somebody is respected in their role. It's good to see what that culture is so that you are prepared for how you're gonna adapt and behave in what you were gonna allow people to do and what you're not going to allow people to do to you once you get a good sense of what the company culture, that's the kind of culture that's brought. It's about relationships across the organization, institution or company. And it's about kind of the NRA in expectations about who has power, how titles have any impact in relationships, how people treat each other. After you've done that kind of landscape assessment, then it's important for you to understand what the team culture it's like, especially if you work on a specific team or department, because the teams and departments have their own culture. So the accounting department may have its own culture. It's tech department may have its own culture and cultura set by the leaders within those teams and departments. So it's important to understand what is your team look like? What is the culture if your supervisor is a micromanager than the culture on your team, Maybe an odd one if you have a lot of people who don't like working with the micromanaging supervisor, and there may be tensions and anxieties and frustrations that if you pick up on early, you understand why there's there and you know how to relate to that and maybe how you're gonna behaving that space. If your supervisor is less of a micromanager, very like laid back, and that is also a challenge in your team. Then you know how to pick up what they're saying. Their frustrations around that. Maybe if a person supervisors a very laid back person that it may feel like the team does a lot of the heavy lifting off the work and colds. All of that work because this person is so laid back that they don't own any of the details and the timelines and all of the stuff. So it's important. Understanding the culture off your team will give you some good insights about how you're gonna work within that team. What your value out of your contribution. The next part of understanding company culture that I think is important is that you understand the history of the projects that you're expected to take on there. You projects come on all the time, and they're always tends to be a history. It was either an opportunity or somebody had a good idea or you know, somebody What's forced into a project. And now you've got, like, 10 projects that you're gonna be working on Having the history of how those projects evolves gives you a sense of time, gives you an understanding of how these projects came on to your path And what the history , wasif. It was a good history of that history, a non existent history. Maybe an idea was crafted two years ago, and nobody has executed until you came on. Uh, those are all important notes and informations that you should have about those projects because they impact the team culture. Making inform and efficient decisions about a project really does depend on the history off the project and then the context off it say, for example, a project was started by a team member who started it like a year ago, and it never got off the ground. It they didn't know how to structure if they didn't know how to execute. People were frustrated about this project and, you know, they didnt go nowhere. It was a waste of time for everybody involved because the person who brought this project toe life didn't do a good job, and so then it was dormant. For a year now, this project has come back to the team and is now being reborn again. And it's important for you to know who still remembers that time that history, if it was a negative history, people are gonna have negative associations with that project, and they're gonna be applied to you. Look, Oh, my God, you're bringing this thing back. The person who had a kid and make it work. And we remember the frustration and the anger related to that. If that's that's the project that you inherited. It's important for you to know that that's the project. Because if you're getting pushback from people about the project, it means that they're pushing back on a new experience they had in the past, not the current experience. And then it means that your team has a lot of emotions, and the way that they behave around this project is gonna impact your ability to perform or to lead this project. And so then, in this case that you would have to rebrand or given a new birth, and it s so that your team is brought in so that the negative associations with this projects are left in the past and that you could move it forward. But you can't do that if you don't understand the history or the context. And not all projects will have a very, you know, bad history. But some may, you know, in our organizations that have been a lot of good ideas that people bring up and they stayed dormant for like, two years. And then they brought are brought back a u two years later. What staff and then those staff are like working on the project in developing now and then . Somebody who worked on the project two years ago was like, Oh, yeah, we gave all this information or this feedback back then, Have you incorporated that feedback? And you're like, No, nobody told me that there had been things, produce, that there had been a whole process. So it's important for you to understand those histories when it comes to the different projects and developments off them. There are a few questions. Even after I ask the people in on your team or your supervisor about a project, ask them about the purpose of the work, the vision, the outcomes and the history, how this project was conceived, why this project is important to the organization or to the team. What impact will have to your team, to your organization, into the broader community, whatever that is. If it's your client or things like that, What stage is this project in now said the beginning, its inception? Or has there been previous work? Where are where are you? In the stages of development of this project. Maybe you're in the implementation and execution stage. It support for you to know that. And also ask him what challenges or barriers they foresee will come up. And this is I think this is a super important question for them. Because if a project had a bad past history, they could tell you what challenges and barriers they anticipate are gonna be coming forth as you take this on. But then they could also give you some good information on how you mitigate those challenges, how you overcome them. How do you cite step those challenges, what strategies you can use or when do you pull them into, you know, calm people down and to support u s o asking them up front. What do you think are the challenges that this project is going to face? It's either in the team or within the organization. Those air good questions to know about a project for yourself. The answers to these questions will give you the institutional knowledge that you need to think about the project, to understand how you're going to move it forward and how how you work in address all the challenges. So in this part of understanding the projects, their history, their outcomes, the challenges you're really, what you're doing is downloading the history like you would from a computer your download in its past history into your mind, so that when you have to make some decisions, you know how to use that history to your advantage, and then once thes broad questions are addressed, then you can go into the details of those projects. What are the delivery bubbles? What are the specific tax you need to perform? But I think that that's secondary, that is really secondary, and a lot of people and I've seen on my organization start with the the the tasks and the delivery bubbles and and that really does pose quite a challenge midway through a project when somebody has started thinking like, Oh, I need to write this report or I need to do this summary or I need to produce this thing but didn't take the time to go back and toe. Ask those important questions about how it was conceived. What is the history? How have people experienced this project? What were the challenges that is all valuable information that will accelerate your contribution? And there have been plenty of times in my organization where somebody brings back a project that was put to rest for a bit and then revived, and then the people who were involved in that project, we're like, Yeah, we did a lot of work. You should use that working. You're like I I'm actually midway through my project. I don't want to have to go back and re integrate or Riyadh that work. So it is important it has an impact on the team culture and on the organizational cultures . So it's all about culture in this section. I hope that you got a new perspective, why it matters to reflect on on relationships on how people relate to each other in an organization and within a team and how that impacts the work that you do. 10. Share a Learning - Project: We have covered a lot of information in this course, so I want to summarize Part one was really asking you very important questions about the work that you want to do So near Elin Align your values, purpose and career goals. It was forcing you to warn, articulate a contribution and toe identify the population that you care about once served with in your career. And so those questions are really important to help you narrow down the kind of work that you wanted. Teoh, who you wanna work for and in what industries. And the second part of the course was really what you do once you're in a job that you love and for those of you who have a job, But I recommend that you do These have the exercises that we talked about for the current job that you have. And then for those of you who are looking to get into a new job, you could do the process for those jobs. Once you're in, it's but the whole process, the the whole idea of the second part of the curriculum is too. Have you really understand the value of tracking your success? Success is to be reflective about the work. To understand that with a pack with a plan, you can always feel like you're getting ahead and that you know how to pivot if you feel like you're stuck or if you need to move on from the current job that you have. We talked about how what a one year plan would look like, what kind of information you should have in It talked about the value of having a three year plan, especially for those of you who want to transition into a new job. And these adamant positions are more transitional opportunities and why you would want to have a five year plan. Talk about the value of having a point of view about the work and how the work gets done in how you can use that to your advantage so that you can stand out and that it ought doesn't have to just be standing out based on your skill set or your experience, but really leading from a vision on internal vision about the world. We talked about what it means to leave from your position and how that shows up in your particular company and in your body off work and how you get to decide what leadership means to you and how you interact and relate to how people perceive you. And I know that this part is hard to do, but it is important to be mindful about it. Even if you can't start executing, Being able to reflect on how you lied and how you want to lead in the future will be important to help you stand out. And we ended with understanding the value of company culture and team culture and understanding the history of the work that you are doing and how that has a impact on how the work is received by teams or the organization, How you will be treated based on that history of those projects and how it's just valuable to understand where your position stands in relationship toe, a company, an organization. My goal with this course is to has made you reflect on where you are right now in your current job or in the jobs that you will land in and Teoh show you just how valuable it could be for you to write things out, to be clear about a vision and how you can use all of those reflections to move your career in your job, move it forward to be able to negotiate job opportunities, to be able to negotiate salaries and raises and promotions, and for you to have a very clear articulation about how you lied, you do the work and what your contribution is. This prevents people from telling you what you are or how you are and what kind of employees that you are, and it gives you power power to to refute people's perceptions of you. And like I said, that first performance review where I came in not nor no way where I stood getting this kind of general feedback, not knowing the group that I had really left an impression in me and made me realize just how not helpful that performance review it Waas. But then also how I really couldn't come back and be like, Oh yeah, I deserve a raise where I deserve a promotion because I hadn't I wasn't clear about what my contribution had been through that year and how I had grown in how I had improved processes and experiences. So and this course really comes from those years of trying to figure out how I stood, um, stood out in my workplace and I hope that it has been helpful for you. And if you have very specific questions, you should put them in the comments section. I do encourage you to leave a review for the course and to share what ISS one strategy that you will implement in the probe in the project area. We discussed a lot, and I hope that at least the one strategy or one insight help you in any way. And if you can share that in the project section, um, or in the comments section, that would be so helpful. And it would help me understand if this kind of content is valuable for you. You can also share in the projects section baby a photo of your one year plan what that looks like and it doesn't have to be all of it, but just the snap shop, so that we know that some of you did the work. Anyways, I will leave you with thank you for watching this course, and I hope that you glad a lot about it, but and I encourage you to follow my page because the next sequence of courses will be on the tools that I used to stand out in the workplace. And I'm very excited for those as well. So I we'll see you in future courses, I hope by