Executive and Personal Assistants

Sample

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TABLE OF CONTENTS
Preface ..............................................................................................................................................3
What is Courseware? ................................................................................................................................ 3

How Do I Customize My Course? .............................................................................................................. 3

Materials Required ................................................................................................................................... 4

Maximizing Your Training Power.............................................................................................................. 5

Icebreakers ........................................................................................................................................6
Icebreaker: Friends Indeed........................................................................................................................ 7

Training Manual Sample.....................................................................................................................8

Sample Module: ........................................................................................................................................ 9

Instructor Guide Sample................................................................................................................... 15

Sample Module: ...................................................................................................................................... 16

Activities ......................................................................................................................................... 26

Quick Reference Sheets.................................................................................................................... 28

Certificate of Completion ................................................................................................................. 30

PowerPoint Sample.......................................................................................................................... 32

Full Course Table of Contents ........................................................................................................... 37

Preface

What is Courseware?
Welcome to Corporate Training Materials, a completely new training
experience!

Our courseware packages offer you top-quality training materials that

are customizable, user-friendly, educational, and fun. We provide your
materials, materials for the student, PowerPoint slides, and a take-
home reference sheet for the student. You simply need to prepare and
train!

Best of all, our courseware packages are created in Microsoft Office and can be opened using any
version of Word and PowerPoint. (Most other word processing and presentation programs support
these formats, too.) This means that you can customize the content, add your logo, change the color
scheme, and easily print and e-mail training materials.

How Do I Customize My Course?

Customizing your course is easy. To edit text, just click and type as you would with any document. This is
particularly convenient if you want to add customized statistics for your region, special examples for
your participants’ industry, or additional information. You can, of course, also use all of your word
processor’s other features, including text formatting and editing tools (such as cutting and pasting).

To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the
Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire
table” and press OK.

(You will also want to perform this step if you add modules or move them around.)

If you want to change the way text looks, you can format any piece of text any way you want. However,
to make it easy, we have used styles so that you can update all the text at once.

If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting.
In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will
then produce the Modify Style options window where you can set your preferred style options.
For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would
do:

Now, we can change our formatting and it will apply to all the headings in the document.

For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by
Corporate Training Materials.

Materials Required
All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard
or chalkboard instead.)

We recommend that each participant have a copy of the Training Manual, and that you review each
module before training to ensure you have any special materials required. Worksheets and handouts are
included within a separate activities folder and can be reproduced and used where indicated. If you
would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead
of having individual worksheets.
We recommend these additional materials for all workshops:

• Laptop with projector, for PowerPoint slides

• Quick Reference Sheets for students to take home

• Timer or watch (separate from your laptop)

• Masking tape

• Blank paper

Maximizing Your Training Power

We have just one more thing for you before you get started. Our company is built for trainers, by
trainers, so we thought we would share some of our tips with you, to help you create an engaging,
unforgettable experience for your participants.

• Make it customized. By tailoring each course to your participants, you will find that your results
will increase a thousand-fold.

o Use examples, case studies, and stories that are relevant to the group.

o Identify whether your participants are strangers or whether they work together. Tailor
your approach appropriately.

o Different people learn in different ways, so use different types of activities to balance it
all out. (For example, some people learn by reading, while others learn by talking about
it, while still others need a hands-on approach. For more information, we suggest
Experiential Learning by David Kolb.)

• Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk
for hours at a time. Make use of the tips in this book and your own experience to keep your
participants engaged. Mix up the activities to include individual work, small group work, large
group discussions, and mini-lectures.

• Make it relevant. Participants are much more receptive to learning if they understand why they
are learning it and how they can apply it in their daily lives. Most importantly, they want to
know how it will benefit them and make their lives easier. Take every opportunity to tie what
you are teaching back to real life.

• Keep an open mind. Many trainers find that they learn something each time they teach a
workshop. If you go into a training session with that attitude, you will find that there can be an
amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it,
and make the most of it in your workshops.

And now, time for the training!

Icebreakers

Each course is provided with a wide range of interactive Icebreakers. The trainer can utilize an
Icebreaker to help facilitate the beginning of the course, as it helps “break the ice” with the
participants. If the participants are new to each other, an icebreaker is a great way to introduce
everyone to each other. If the participants all know each other it can still help loosen up the
room and begin the training session on positive note. Below you will see one of the icebreakers
that can be utilized from the Icebreakers folder.
Icebreaker: Friends Indeed
Purpose

Have the participants moving around and help to make introductions to each other.

Materials Required

• Name card for each person

• Markers

Preparation

Have participants fill out their name card. Then, ask participants to stand in a circle, shoulder to
shoulder. They should place their name card at their feet. Then they can take a step back. You
as the facilitator should take the place in the center of the circle.

Activity

Explain that there is one less place than people in the group, as you are in the middle and will
be participating. You will call out a statement that applies to you, and anyone to whom that
statement applies must find another place in the circle.

Examples:

• Friends who have cats at home

• Friends who are wearing blue
• Friends who don’t like ice cream

The odd person out must stand in the center and make a statement.

The rules:

• You cannot move immediately to your left or right, or back to your place.
• Let’s be adults: no kicking, punching, body-checking, etc.

Play a few rounds until everyone has had a chance to move around.
Training Manual Sample

On the following pages is a sample module from our Training Manual. Each of our courses
contains twelve modules with three to five lessons per module. It is in the same format and
contains the same material as the Instructor Guide, which is then shown after the Training
Manual sample, but does not contain the Lesson Plans box which assists the trainer during
facilitation.

The Training Manual can be easily updated, edited, or customized to add your business name
and company logo or that of your clients. It provides each participant with a copy of the
material where they can follow along with the instructor.
 An employee’s motivation is a
direct result of the sum of
interactions with his or her
manager.

Bob Nelson

Sample Module: Working with Your Manager

All assistants work to make life easier for their employers.
This requires assistants to be adaptable. While you should
never work in an unsafe environment, it is imperative
that you adapt your communication and work style to the
style, needs, and responsibilities of your boss. This will
help ensure that you have a productive and amiable work
relationship.
Adapting to Their Style
You do not always get to choose your manager. While there is every possibility that
you will find your manager’s style amiable, you must prepare yourself for a manager
who presents more of a challenge. You will have to work with people you find difficult.
However, you may be able to turn a negative into a positive if you take the time to
understand your manager. This understanding will allow you to adjust your responses
appropriately.

Common Difficult Management Styles:

• Authoritative Commander: This management style does not respond well to criticism and
expects things done a certain way. Additionally, outcomes matter more than the task itself.

o Approach: Phrase concerns as questions; do not say no directly. Do not volunteer

information about projects unless asked.

• Pessimistic: This type of manager can never see the bright side of life. Time is wasted second-
guessing, and it is easy to become a free counselor.

o Approach: Actively listen to determine if the negativity is justified. Offer suitable solutions,
but remain professional. Provide positive updates whenever possible.

• Control Freak: Also known as the micro-manager, this type of person has trust issues. Every
action you make is questioned and double-checked.

o Approach: The best way to gain trust is to deliver projects that are complete and on time.
Additionally, you should provide updates on work without being asked.

Anticipate Their Needs

Your job is to reduce the number of distractions or minor tasks that your manager
has to handle. You should not expect every need to be clearly outlined for you. For
example, your employer should not have to explain that they should not be
interrupted during a meeting with the CEO. You should anticipate this need.
Anticipating managerial needs is an essential skill that every assistant should learn.
Anticipating needs requires using common sense with each task. For example, if you
schedule a flight and book a hotel, the need for printed boarding passes and a map with directions
should be anticipated. By paying attention to the demands placed on your manager and anticipating
needs before they arise, you will make yourself an invaluable employee and respected assistant.
Getting Your Responsibilities Defined
While your job description will provide most of you job responsibilities, it is
necessary to clarify certain aspects of your job with your employer. Much of
this is based on their personal preferences. You should initiate a discussion to
clarify information if your manager does not. Your responsibilities will change
with each manager, so you should have a conversation whenever you work
for a new manager.

Responsibilities to define:

• Is phone, email, or face-to-face communication preferable?

• Do you have a reminder system?

• Do you schedule meetings with or without consulting your employer?

• Is any training necessary?

Once you have your responsibilities outlined, you need to write them down. This will ensure that you do
not forget anything.

When to Take the Initiative

Managers expect assistants to take initiative. However, it is important that you do not
overstep your bounds. The key is deciding when it is appropriate to take the initiative.
The answer will be different in every situation. Understanding when to take initiative
requires you to know your employer’s needs and expectations. Some managers are
more comfortable with employees taking initiative than others, so you should act
slowly.

Regardless of who your manager is, you need to begin with smaller tasks until you earn a sufficient level
of trust. For example, you could conduct research for a project your manager needs to complete. Later,
you could create a PowerPoint presentation or volunteer to draft correspondence and weed out emails.
Remember only to take initiative when it is appropriate and based on your manager’s wants or needs. It
will be easier to discern when it is appropriate to take initiative the longer that you and your manager
work together. However, if you believe your manager would be uncomfortable with you taking on a
project, you should discuss it before taking action.
Case Study
This is Karen’s second position as a personal assistant. She is sure that her new
manager will be pleased with her and does not feel that she needs to discuss her
responsibilities with him. Karen chooses to communicate with her boss using email,
which her last employer preferred. She also takes over scheduling meetings because
it had always been her role. Her manager soon called her into a meeting and
expressed unhappiness with her performance. He only checked email at the end of
the day, and he considered several scheduled appointments to be a waste of time. Karen took this
opportunity to clarify her manager’s expectations.
Sample Module: Review Questions
1. What risk does the pessimistic manager pose to you?

a) Lack of trust
b) Becoming a counselor
c) Micromanaging
d) Cannot question

2. What should you never do with an authoritative commander?

a) Phrase concerns as questions

b) Complete projects on time
c) Volunteer update
d) Remain professional

3. What is necessary to anticipate needs?

a) Common sense
b) Expectations
c) Communication
d) Professionalism

4. What will help make you an invaluable employee?

a) Common sense
b) Interest
c) Communication
d) Anticipating needs

5. What should you do if your manager does not invite you to a conversation about specific
responsibilities?

a) Initiate one
b) Adhere to the job description
c) Determine responsibilities on your own
d) Wait for the discussion

6. What should you do after defining your roles and responsibilities?

a) Initiate one
b) Adhere to the job description
c) Write them down
d) Wait for the discussion
7. What must you understand to take initiative?

a) Your skill set

b) Manager’s needs and expectations
c) Write them down
d) Wait for the discussion

8. What should you do before taking on a project that you are not sure your manager would be
comfortable with you doing?

a) Take the initiative

b) Ignore the idea
c) Ask a peer
d) Discuss the idea

9. What method of communication did the manager dislike?

a) Conversation
b) Email
c) Phone calls
d) None

10. Why did Karen automatically take over scheduling?

a) She did it at her last position

b) Her manager asked
c) She took initiative
d) She did not
Instructor Guide Sample

On the following pages is a sample module from our Instructor Guide. It provides the instructor
with a copy of the material and a Lesson Plans box. Each Instructor Guide and Training Manual
mirrors each other in terms of the content. They differ in that the Instructor Guide is
customized towards the trainer, and Training Manual is customized for the participant.

The key benefit for the trainer is the Lesson Plan box. It provides a standardized set of tools to
assist the instructor train that particular lesson. The Lesson Plan box gives an estimated time to
complete the lesson, any materials that are needed for the lesson, recommended activities, and
additional points to assist in delivering the lessons such as Stories to Share and Delivery Tips.
 An employee’s motivation is a
direct result of the sum of
interactions with his or her
manager.

Bob Nelson

Sample Module: Working with Your Manager

All assistants work to make life easier for their employers.
This requires assistants to be adaptable. While you should
never work in an unsafe environment, it is imperative
that you adapt your communication and work style to the
style, needs, and responsibilities of your boss. This will
help ensure that you have a productive and amiable work
relationship.
Adapting to Their Style
You do not always get to choose your manager. While there is every possibility that
you will find your manager’s style amiable, you must prepare yourself for a manager
who presents more of a challenge. You will have to work with people you find
difficult. However, you may be able to turn a negative into a positive if you take the
time to understand your manager. This understanding will allow you to adjust your
responses appropriately.

Common Difficult Management Styles:

• Authoritative Commander: This management style does not respond well to criticism and
expects things done a certain way. Additionally, outcomes matter more than the task itself.

o Approach: Phrase concerns as questions; do not say no directly. Do not volunteer

information about projects unless asked.

• Pessimistic: This type of manager can never see the bright side of life. Time is wasted second-
guessing, and it is easy to become a free counselor.

o Approach: Actively listen to determine if the negativity is justified. Offer suitable solutions,
but remain professional. Provide positive updates whenever possible.

• Control Freak: Also known as the micro-manager, this type of person has trust issues. Every
action you make is questioned and double-checked.

o Approach: The best way to gain trust is to deliver projects that are complete and on time.
Additionally, you should provide updates on work without being asked.
Estimated Time 15 minutes

Topic Objective Introduce ways to adjust to different management styles.

Adapting to Their Style

Topic Summary
Practice adapting to different styles.

Materials Required 01-Style

Planning Checklist None

Break the class into pairs. If you have an odd number, partner with one of
Recommended Activity the students. Have each pair role play following the directions on the
handout.

Stories to Share Share any personal or relevant stories.

Delivery Tips Encourage everyone to participate.

Review Questions What allows you to turn a negative style into a positive situation?
 Anticipate Their Needs
Your job is to reduce the number of distractions or minor tasks that your manager has
to handle. You should not expect every need to be clearly outlined for you. For
example, your employer should not have to explain that they should not be
interrupted during a meeting with the CEO. You should anticipate this need.
Anticipating managerial needs is an essential skill that every assistant should learn.
Anticipating needs requires using common sense with each task. For example, if you
schedule a flight and book a hotel, the need for printed boarding passes and a map with directions
should be anticipated. By paying attention to the demands placed on your manager and anticipating
needs before they arise, you will make yourself an invaluable employee and respected assistant.

Estimated Time 10 minutes

Topic Objective Introduce ways to anticipate needs.

Anticipating Their Needs

Topic Summary
Discuss anticipating needs.

Materials Required Flipchart/board, marker

Planning Checklist None

Brainstorm a list of different work scenarios when a manager has a request,

Recommended Activity such as schedule a meeting. List these on the flipchart. Then, create a list of
anticipated needs for each situation.

Stories to Share Share any personal relevant stories.

Delivery Tips Encourage everyone to participate.

Review Questions What should you Not expect when it comes to employer needs?
 Getting Your Responsibilities Defined
While your job description will provide most of you job responsibilities, it is necessary
to clarify certain aspects of your job with your employer. Much of this is based on
their personal preferences. You should initiate a discussion to clarify information if
your manager does not. Your responsibilities will change with each manager, so you
should have a conversation whenever you work for a new manager.

Responsibilities to define:

• Is phone, email, or face-to-face communication preferable?

• Do you have a reminder system?

• Do you schedule meetings with or without consulting your employer?

• Is any training necessary?

Once you have your responsibilities outlined, you need to write them down. This will ensure that you do
not forget anything.

Estimated Time 15 minutes

Topic Objective Introduce defining responsibilities.

Getting Your Responsibilities Defined

Topic Summary
Practice defining responsibilities.

Materials Required 02-Define Responsibilities

Planning Checklist None

Break the class into pairs. If you have an odd number, partner with one of
Recommended Activity the students. Have each pair role play following the directions on the
handout.

Stories to Share Share any personal, relevant stories.

Delivery Tips Encourage everyone to participate.

Review Questions Where will you find most of your job responsibilities?
 When to Take the Initiative
Managers expect assistants to take initiative. However, it is important that
you do not overstep your bounds. The key is deciding when it is appropriate
to take the initiative. The answer will be different in every situation.
Understanding when to take initiative requires you to know your employer’s
needs and expectations. Some managers are more comfortable with
employees taking initiative than others, so you should act slowly.

Regardless of who your manager is, you need to begin with smaller tasks until you earn a sufficient level
of trust. For example, you could conduct research for a project your manager needs to complete. Later,
you could create a PowerPoint presentation or volunteer to draft correspondence and weed out emails.
Remember only to take initiative when it is appropriate and based on your manager’s wants or needs. It
will be easier to discern when it is appropriate to take initiative the longer that you and your manager
work together. However, if you believe your manager would be uncomfortable with you taking on a
project, you should discuss it before taking action.

Estimated Time 10 minutes

Topic Objective Consider ways to take initiative.

When to Take the Initiative

Topic Summary
Discuss when to take initiative.

Materials Required 03-Initiative

Planning Checklist None

Complete the worksheet individually. Share your answers with the rest of the
Recommended Activity
class.

Stories to Share Share any personal, relevant stories.

Delivery Tips Encourage everyone to participate.

Review Questions What do managers expect of assistants?

 Case Study
This is Karen’s second position as a personal assistant. She is sure that her new
manager will be pleased with her and does not feel that she needs to discuss her
responsibilities with him. Karen chooses to communicate with her boss using email,
which her last employer preferred. She also takes over scheduling meetings because
it had always been her role. Her manager soon called her into a meeting and
expressed unhappiness with her performance. He only checked email at the end of
the day, and he considered several scheduled appointments to be a waste of time.
Karen took this opportunity to clarify her manager’s expectations.

Estimated Time 10 minutes

Topic Objective Outline the Working with Your Manager case study.

Case study
Topic Summary
Discuss the importance of working with your manager.

Materials Required None

Planning Checklist None

Recommended Activity Discuss the outcome of the case study. What was Karen’s mistake?

Stories to Share Share any personal, relevant stories.

Delivery Tips Encourage everyone to participate.

Review Questions Was this Karen’s first position?

Sample Module: Review Questions
1. What risk does the pessimistic manager pose to you?

a) Lack of trust
b) Becoming a counselor
c) Micromanaging
d) Cannot question

Pessimistic managers always look on the negative side. You risk becoming their counselors if you
do not approach them correctly.

2. What should you never do with an authoritative commander?

a) Phrase concerns as questions

b) Complete projects on time
c) Volunteer update
d) Remain professional

The authoritative commander has expectations about how things should be done and cares
more about the product than the process. Only provide updates when asked.

3. What is necessary to anticipate needs?

a) Common sense
b) Expectations
c) Communication
d) Professionalism

Anticipating needs requires observation and common sense. Understanding the task will help
you identify needs without direction.

4. What will help make you an invaluable employee?

a) Common sense
b) Interest
c) Communication
d) Anticipating needs

Anticipating needs is an essential skill. This skill makes an assistant an invaluable employee.
5. What should you do if your manager does not invite you to a conversation about specific
responsibilities?

a) Initiate one
b) Adhere to the job description
c) Determine responsibilities on your own
d) Wait for the discussion

A discussion of specific responsibilities is necessary. If your employer does not begin the
conversation, you should initiate one.

6. What should you do after defining your roles and responsibilities?

a) Initiate one
b) Adhere to the job description
c) Write them down
d) Wait for the discussion

Once you understand any roles and responsibilities that are not part of the job description, you
should write them down. This will make sure that you do not forget them.

7. What must you understand to take initiative?

a) Your skill set

b) Manager’s needs and expectations
c) Write them down
d) Wait for the discussion

Initiative should be based on the manager’s needs and expectations. Only take on a project that
you know will help meet your manager’s needs.

8. What should you do before taking on a project that you are not sure your manager would be
comfortable with you doing?

a) Take the initiative

b) Ignore the idea
c) Ask a peer
d) Discuss the idea

It is important not to overstep your position when taking initiative. If you have an idea that you
are not sure about, ask your manager.
9. What method of communication did the manager dislike?

a) Conversation
b) Email
c) Phone calls
d) None

The manager did not check email very often. He disliked most communication coming through
email.

10. Why did Karen automatically take over scheduling?

a) She did it at her last position

b) Her manager asked
c) She took initiative
d) She did not

Karen took over scheduling because it was necessary at her last position. She did not ask her
manager about it.
Activities

During the facilitation of a lesson Worksheet or Handout may be utilized to help present the
material. If a lesson calls for a Worksheet or Handout it will be listed in the Lesson Plan box
under Materials Required. The trainer can then utilize the Activities folder for the
corresponding material and then provide it to the participants. They are all on separate Word
documents, and are easily edited and customized.

Below you will see the Worksheets or Handouts that are utilized during the training of the
above lesson. They are located in the Activities folder and can be easily printed and edited for
the participants.
Sample Worksheet: Style
Have one partner play the role of the manager and one the assistant. The manager should choose one of
the styles in the module to emulate without telling the partner. Role-play a scenario. You should switch
roles if you have time.

Notes:
_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________
Quick Reference Sheets

Below is an example of our Quick reference Sheets. They are used to provide the participants
with a quick way to reference the material after the course has been completed. They can be
customized by the trainer to provide the material deemed the most important. They are a way
the participants can look back and reference the material at a later date.

They are also very useful as a take-away from the workshop when branded. When a participant
leaves with a Quick Reference Sheet it provides a great way to promote future business.
 Executive and Personal Assistants
Social Intelligence
Ways to Improve Social Intelligence:
• Pay attention to others: It is easy to
become caught up in our own lives.
Paying attention to others,
particularly you manager, will
improve your social intelligence.
• Practice cues: Practice interpreting
social cues that you see in others.
Learn to interpret facial expressions,
and become culturally aware of those
around you.
• Self-monitor: Before you blurt out a
response in a social situation, think
about its appropriateness. This will
improve your social intelligence.
Office Management
An assistant must also operate as an office manager. This
requires you to take on specific roles that are necessary in order
for the department to move forward. Poor management skills
will impede productivity for everyone.
Skills:
• Plan: Plans are essential for success, but the assistant must
drive the plan forward by making sure the steps are
executed.
• Schedule: The schedule and its details are typically the
domain of the assistant. For example, you would make a list
of people to attend a meeting, contact them, and book the
location of the meeting.
• Organize: The assistant must keep everything filed,
organized, and accessible. This includes paperwork,
schedules, travel, financial papers, etc.

• Order: You will be responsible for ordering supplies. This

requires you to keep a careful inventory and order at the
correct time.

Dealing with Difficult People

Handling difficult people:

• Speak assertively: A passive tone indicates that you are uncertain. Be assertive but respectful.

• Address the request: Make it clear that you are rejecting the request but not the individual.

• Avoid sarcasm: Do not use sarcasm, and address it when it is used against you.

• Restate: Restate the problem in a different way for another point of view.

• Compromise: You need to be willing to compromise in certain cases.

© Corporate Training Materials www.corporatetrainingmaterials.com

Certificate of Completion

Every course comes with a Certificate of Completion where the participants can be recognized
for completing the course. It provides a record of their attendance and to be recognized for
their participation in the workshop.
CERTIFICATE OF COMPLETION
[Name]
Has mastered the course
Executive and Personal Assistants
Awarded this _______ day of __________, 20___
Presenter Name and Title
PowerPoint Sample

Below you will find the PowerPoint sample. The slides are based on and created from the
Training Manual. PowerPoint slides are a great tool to use during the facilitation of the
material; they help to focus on the important points of information presented during the
training.
Full Course Table of Contents
Preface ..............................................................................................................................................7
What is Courseware? ................................................................................................................................ 7

How Do I Customize My Course? .............................................................................................................. 7

Materials Required ................................................................................................................................... 9

Maximizing Your Training Power.............................................................................................................. 9

Module One: Getting Started ...........................................................................................................11

Housekeeping Items................................................................................................................................ 11

The Parking Lot ....................................................................................................................................... 12

Workshop Objectives .............................................................................................................................. 12

Pre-Assignment ....................................................................................................................................... 13

Module Two: Working with Your Manager .......................................................................................14

Adapting to Their Style ........................................................................................................................... 14

Anticipate Their Needs............................................................................................................................ 15

Getting Your Responsibilities Defined..................................................................................................... 16

When to Take the Initiative .................................................................................................................... 17

Case Study............................................................................................................................................... 18

Module Two: Review Questions.............................................................................................................. 20

Module Three: Administrative Soft Skills ..........................................................................................23

Social Intelligence ................................................................................................................................... 23

Basic Business Acumen ........................................................................................................................... 24

Office Management ................................................................................................................................ 25

Active Listening ....................................................................................................................................... 26

Case Study............................................................................................................................................... 27

Module Three: Review Questions ........................................................................................................... 29

Module Four: Effective Time Management .......................................................................................32

 Calendar Management ........................................................................................................................... 32

Prepare for Changes and Surprises ......................................................................................................... 33

Keeping Others on Track ......................................................................................................................... 34

Urgent / Important Matrix ..................................................................................................................... 35

Case Study............................................................................................................................................... 36

Module Four: Review Questions ............................................................................................................. 38

Module Five: Meeting Management .................................................................................................41

Creating an Agenda ................................................................................................................................ 41

Keeping Minutes ..................................................................................................................................... 42

Keeping the Meeting on Time ................................................................................................................. 43

Variations for Large and Small Meetings ............................................................................................... 44

Case Study............................................................................................................................................... 46

Module Five: Review Questions .............................................................................................................. 47

Module Six: Tools of the Trade (I) .....................................................................................................50

Email Protocol ......................................................................................................................................... 50

Office Machinery .................................................................................................................................... 51

Computer and Software Skills ................................................................................................................. 52

Communication Skills .............................................................................................................................. 53

Case Study............................................................................................................................................... 54

Module Six: Review Questions ................................................................................................................ 56

Module Seven: Tools of the Trade (II) ...............................................................................................59

Phone and Voicemail Etiquette............................................................................................................... 59

Word Processing ..................................................................................................................................... 61

Business Writing ..................................................................................................................................... 62

Internet Research.................................................................................................................................... 63

Case Study............................................................................................................................................... 64
 Module Seven: Review Questions ........................................................................................................... 65

Module Eight: Being an Effective Gatekeeper ...................................................................................68

Filtering Data and Information ............................................................................................................... 68

Learn to Say No ....................................................................................................................................... 69

Dealing with Difficult People .................................................................................................................. 70

Recognize the Tricks ............................................................................................................................... 71

Case Study............................................................................................................................................... 72

Module Eight: Review Questions ............................................................................................................ 73

Module Nine: Organizational Skills ...................................................................................................76

Prioritizing Your Workload...................................................................................................................... 76

Goal Setting ............................................................................................................................................ 77

Plan for Tomorrow, Today ...................................................................................................................... 78

Staying on Track ..................................................................................................................................... 79

Case Study............................................................................................................................................... 80

Module Nine: Review Questions ............................................................................................................. 81

Module Ten: Confidentiality Guidelines ............................................................................................84

Your Confidentiality Duty ........................................................................................................................ 84

Be Diplomatic and Discreet..................................................................................................................... 85

Keeping Data Secure ............................................................................................................................... 86

What to Do in Sticky Situations .............................................................................................................. 87

Case Study............................................................................................................................................... 88

Module Ten: Review Questions .............................................................................................................. 90

Module Eleven: Special Tasks ...........................................................................................................93

Project Management .............................................................................................................................. 93

Trade Shows............................................................................................................................................ 94

Interacting with Clients........................................................................................................................... 95

 Social Media Management..................................................................................................................... 96

Case Study............................................................................................................................................... 97

Module Eleven: Review Questions .......................................................................................................... 99

Module Twelve: Wrapping Up ........................................................................................................ 102

Words from the Wise ............................................................................................................................ 102

Review of Parking Lot ........................................................................................................................... 102

Lessons Learned .................................................................................................................................... 102

Completion of Action Plans and Evaluations ........................................................................................ 103