Almost all of us have experienced a time when we wanted or needed something very specific. We talked about and told others what we wanted. Yet, when the time came and someone got it for us, it was not what we had asked for at all. Maybe the color or size were wrong, or maybe it was the wrong brand. Nonetheless, it was a disappointment.
How goes it, friends? I’m Rochelle and potentially a new face for you as part of our TCN team.
While my time with TCN is my first foray into the medical industry, I have nearly 15 years of experience in technology integration along with electronic tool development and implementation. I have served as a liaison between clients, staff, and Information Technology departments in the automobile industry and Environmental Management federal contracting world. In these roles I have been both member and leader of many teams with a wide range of goals and outcomes.
Do you remember back a long, long time ago when a phone call was pretty much how you got things done?
We look forward to the yearly Employee Engagement survey and shake our heads in wonder when the results point to “not enough communication from leaders!” This is despite quarterly All Staff mtgs, a mostly monthly newsletter, staff mtgs, supervisor’s wkly Big Rocks or Need to Know communication, wkly IDG mtgs, and tons of emails!
The Evolution of the Executive and Executive Assistant Relationship: The Ingredients. Arguably the most important aspect of the Executive and Executive Assistant (EA) relationship is their ability to jointly function as a team. When an Executive views their EA as a business partner and not solely as a support function, the team gains power. The successful construction of a team requires effort and commitment from both parties. Trust, communication, empowerment, delegation, and an exchange of expectations must be earned, contributed, and exercised mutually. The greater these components are exercised by each, the greater the return on investment.