This episode is sponsored by Autograph Events - THE experts in providing a complete event management solution – from free global venue finding through to full onsite event management. Connect today and ask more about the collaborative promotion for our listeners!
In this episode, Craig and Jodie discuss five common hurdles that administrative assistants face and provide strategies to overcome them with our expert contributor- Abigail Barnes adding her insightful wisdom to our listener question.
You will learn proven strategies for improving communication, organization, tech skills, time management and implementing feedback effectively. From leveraging the right tools and upskilling executives to applying expert techniques like the "TTT" model, this is a masterclass in overcoming common roadblocks and levelling up as a top-performing assistant.
Our listener question: Hi Crodie: "I am an EA of 10 years and love my role! I have attended time management courses in the past but cannot seem to implement the tips when I get back to my desk, I have to juggle all of the time which I have learned to do really well - do you have any tips for me to retain knowledge"?
Time management expert Abigail Barnes reveals a powerful 3-step process to retain and implement training learnings before returning to your desk. By identifying your "why" for the training, listing key takeaways, mapping them to your challenges, and creating an action plan for the biggest overlap area - you'll turn knowledge into application. This method helps you truly own what you've learned and start sequencing tasks more effectively, rather than constantly juggling.
Our expert contributor: Abigail Barnes Abigail Barnes is the founder and CEO of Success by Design Training, an award-winning entrepreneur, author, speaker, and corporate trainer on time management and productive wellbeing. She is a qualified coach and creator of the renowned 888 Formula and host of The Time Management Podcast.
Connect with Abigail today and check out her podcast too!
Help us stay visible to you by sharing this episode with someone in your circle as well as following and subscribing so you never miss an episode. Supporters will get a shout-out on social media and in future episodes.
Got questions? Don't hesitate to submit them via our website. Buckle up and join us on this journey of discovery and personal growth.
This episode is sponsored by Autograph Events - THE experts in providing a complete event management solution – from free global venue finding through to full onsite event management. Connect today and ask more about the collaborative promotion for our listeners!
In this episode, Craig and Jodie discuss five common hurdles that administrative assistants face and provide strategies to overcome them with our expert contributor- Abigail Barnes adding her insightful wisdom to our listener question.
You will learn proven strategies for improving communication, organization, tech skills, time management and implementing feedback effectively. From leveraging the right tools and upskilling executives to applying expert techniques like the "TTT" model, this is a masterclass in overcoming common roadblocks and levelling up as a top-performing assistant.
Our listener question: Hi Crodie: "I am an EA of 10 years and love my role! I have attended time management courses in the past but cannot seem to implement the tips when I get back to my desk, I have to juggle all of the time which I have learned to do really well - do you have any tips for me to retain knowledge"?
Time management expert Abigail Barnes reveals a powerful 3-step process to retain and implement training learnings before returning to your desk. By identifying your "why" for the training, listing key takeaways, mapping them to your challenges, and creating an action plan for the biggest overlap area - you'll turn knowledge into application. This method helps you truly own what you've learned and start sequencing tasks more effectively, rather than constantly juggling.
Our expert contributor: Abigail Barnes Abigail Barnes is the founder and CEO of Success by Design Training, an award-winning entrepreneur, author, speaker, and corporate trainer on time management and productive wellbeing. She is a qualified coach and creator of the renowned 888 Formula and host of The Time Management Podcast.
Connect with Abigail today and check out her podcast too!
Help us stay visible to you by sharing this episode with someone in your circle as well as following and subscribing so you never miss an episode. Supporters will get a shout-out on social media and in future episodes.
Got questions? Don't hesitate to submit them via our website. Buckle up and join us on this journey of discovery and personal growth.
This episode was brought to you by Autograph Events, our sponsor.
Speaker 2:
Thank you for tuning in to the Crowdy Files.
Speaker 1:
I'm Craig Bryson and I'm Jodie Mears.
Speaker 2:
And together we are the CrodiFiles. I'm Craig Bryson and I'm Jodie Mears.
Speaker 1:
And together we are the CrodiFiles.
Speaker 2:
In this episode we're going to discuss common hurdles that we've faced as assistants and give some strategies to overcome them. We'll be covering five common face hurdles that we've heard of through our High Crodi initiative. One of them is going to be miscommunication. Another lack of organisation, ignoring technology, poor time management and ignoring feedback. We'll discuss the do's and the don'ts of each area and provide tips on how to navigate them effectively. Friends, without you, there is no tomorrow. Miscommunication Craig.
Speaker 1:
It does happen all the time.
Speaker 2:
That's what we were talking about in the earlier episode, about communicate and communicate clear, concise, but sometimes it gets lost in translation and what about, from the executive's point of view as well, when, when they're giving their miscommunications or lack of communication, I should say, from the start of of building that professional relationship, I think, assumptions yes can be made if you don't communicate effectively at the beginning of a professional relationship, it's important to you know, get all those questions out, and that's why we don't believe in hitting the ground running no because you really need to have time to raise these questions so that you are set up for success going forward.
Speaker 2:
And we don't come 10 steps back to discuss oh, I don't like to be contacted at six o'clock every night, or I don't like the way you do that and you think well, we just you know why are we 10 years down the line and now I'm only just finding this out?
Speaker 1:
I agree, I agree, and I did that the first day I started working with my exec. I just want to suggest that at the end of every week I will do a bullet point email to communicate what I've done in that week, what meetings have gone in on what days, so you won't have to chase me oh, is this in? Has this been done? As? As you know, when's this? He likes that when execs say go speak to Craig, I want you to work the same as he does. They can't, because it's my way of communicating.
Speaker 2:
You can't replicate someone's persona and way of working they could try, but they'll end up having their own way of doing your way yeah, exactly but with the miscommunication.
Speaker 2:
another thought that's just come to me now is, even if you've been working with an executive for a long time and you've had those initial conversations, it doesn't mean that that's set in stone and your assumptions should be. That's the way you know they'd like to be communicated with. I think revisiting that initial conversation, certain stages of your time in the role, is quite key as well, just to see if anything's changed. Yeah, you know, you have the right to change your mind. Yeah, to say actually, you know, circumstances as well change everything.
Speaker 3:
Yeah to say, actually, you know circumstances as well change everything.
Speaker 2:
Yeah, you know we've got a new baby in the house. You know calling me between the witching hour, as us parents call it, between four and seven. You forget it. I'd rather work between x and x instead. So being up to speed with situational based changes really help. And come back to having that skill and confidence to say do you want a quick chat just to see if anything's changed? Are you happy?
Speaker 1:
some people might leave that until review or appraisal time yeah, which is too late because you want to do it now. I would like to know. Now I find that when I first started it, it's now changed to WhatsApp communication. You know so my exec tends to communicate with me more via WhatsApp and not email, so that never was the norm and now it's changed. I always like to put my mobile on silence. I don't want to be checking, but now I tend to use my mobile because he'll be WhatsAppping while he's in a meeting next door asking can you just get that printout for me and just bring it over? So if I didn't look at my mobile, I wouldn't have known that he texted me or communicated via the WhatsApp app.
Speaker 2:
It's a sign of how quickly the tech is influencing our profession and it's happening in such a short space of time and I don't mean like six months, I mean 10 years is still a short space of time. So this whole role is it's evolving a very fast pace, even though the word evolving sounds like a slow you know, evolution of something happening.
Speaker 2:
the rate of evolution is really quick, so having those conversations to avoid miscommunicating is key. I do the same. I remember being in a role where the executive asked me to communicate via WhatsApp and I thought, oh my God, no, that's my personal WhatsApp. No, I don't want to do that. Why should I? No, that's my personal what you know.
Speaker 3:
no, I don't want to do that. You know why should I?
Speaker 2:
that's my personal platform. It's got my picture. I might put pictures of my my kids up on my profile picture and you just feel automatically you're invading my privacy.
Speaker 2:
I did have an incident as well, in that particular circumstance where it was the early stages of WhatsApp, where this executive asked me to use my WhatsApp to communicate with a client Instantly, I just thought I don't want to do that. And I was asking surely there's a business account for WhatsApp, can't we get that? No, we can't get it. This is the way we've always done it, you know, can you just do it? Okay, fine. And then, lo and behold, my fear came true when, after I'd communicated with that client, they then took it as an opportunity to communicate with me inappropriately after hours because, you do have access to that person 24 7 on platforms such as whatsapp.
Speaker 2:
Yeah, so knowing how to use things appropriately and again, communicating. I knew I didn't want to communicate in that way. Yeah and know, and then you feel like you've got to maybe not put up so much of a personal picture or no picture, but then fast forward a short space of time. I now don't mind using WhatsApp to communicate with my executive.
Speaker 1:
I have to be careful because sometimes when you're out and you're having a couple of drinks and you're having a good time networking and you want to text your friend, but your boss has the same name as your friend and you're taking photos of a cocktail and you send it to the wrong person. You have to be very careful of that. It hasn't happened to me yet. I've always had that fear. Who am I talking to, or can I just wait till tomorrow? Absolutely.
Speaker 2:
Yeah, absolutely, because it's that readily available communication that will set the situations apart, it could go left very quickly. But yeah, I don't get into a situation where miscommunication is causing a problem. Set aside, you might do it when you're one-to-ones. Yeah, Weekly check-ins, whatever you do, just to check has anything changed with the communication style, the time, your availability what about lack of organisation? Yeah, I from who we're talking about executive assistants, virtual assistants, personal assistants are we? Are we unorganized?
Speaker 1:
no, I think sometimes the partners aren't unorganized and you try trying to mold them to, to have some organization. It's difficult when you're stuck in a rut.
Speaker 2:
Yeah, and it's what they've been used to doing and you're trying to bring new ways, effective ways, structured ways of working into the daily life. Hopefully they're open. Maybe they've just hired you and they're open to new ways of working or suggestions.
Speaker 1:
Yeah, I tend to use the exec's calendar a lot by placing deadlines this needs to be done by this date and highlighted at the top, and then I do it like six times it's tomorrow is the deadline. Because they keep saying, oh, I don't know where the deadline is. Like you do, look at your calendar, it's in there. I try and make sure that they're on top of it and making them look amazing. A good strategic EA will be able to make a CEO or an exec look amazing. I do find that execs tend to slot stuff in their diaries. I put 15 minutes in between, but if they put something in and they're late for the next meeting, it tends to have a domino knock-on effect that tends to make them miss meetings, arrive late. It's important to be organized, making sure that you have breaks in between the meetings, but sometimes it's not always the case.
Speaker 2:
No, no, mine's a mixture, so sometimes it's it's back to back yeah couldn't it set the five minute buffer time?
Speaker 1:
in between meetings.
Speaker 2:
Sometimes it is, but I always try to set out the week as I'm meant to go on and have some nice blocks and chunks of time for my executive to recoup, recover, just catch up, because the calendar isn't a reflection of their day as such, because they might need to be going into the emails or preparing reports. But sometimes it can be built into the day to put a chunk of time to build in the reports and to work on feedback and whatever. But the organization, if for me, if you treat the calendar as you would your own calendar and treat that person on the other end the same way, that can only be a plus. So, building the breaks, building the lunches, and then it's up to them if they choose to say, jodie, it's fine, I don't want to lunch, just put that person in and my lunch break, you've done what you can do in terms of being organized.
Speaker 2:
If they want to override, that's fine, that's on them yeah so scheduling tools, streamlining processes and preventing errors that can work, and ignoring or adopting technology. I mean, we're exposed and we've got so many options at the moment. How does it fit in for you in your professional relationship with your executive when you are using scheduling tools? Have you really adopted the new technology? I know you're going to say of course I have.
Speaker 1:
Yes, how much technology has helped with your organization. Well, technology and software. My boss has really taken on some software. For example, trello is something that he started using and I'm like, wow, that is a Well done, I know. And I just thought, yes, and just having that 15 minutes of training showing him how to do it, this is what we could do, this is how we can do it when I pop something in here, and he's embraced that and he's really just gone with it and he's's saying I can do more now than I used to, but I've been saying that for like months and months, but now he's he's taking that step.
Speaker 2:
He isn't, he's not going to be looking back, which is great so that's key in terms of not everyone moves at the same time. Sometimes it takes people a lot longer than others to see the benefit in tools and technology aiding their role.
Speaker 1:
I agree.
Speaker 2:
It depends what mindset they're in, that's true. You know, do they want to just continue working the way they're working, in a much slower pace? And then you'll get people who want to push forward and will embrace new things and are able to push teams objectives and company goals a lot quicker because they are adopting new processes.
Speaker 1:
Yeah.
Speaker 2:
So how do you align yourself with that and the use of it in the office? Do you give us an example of how that's kind of helped you?
Speaker 1:
process. Oh, yes, onenote. I use it because I have a lot of projects and working on different projects, different clients, all their information in one place and you can share that with them. So emails have got less between us because he can actually see live what I've added in that page on that client and what meetings has gone into that. He's been sharing that with other partners and the other partners have come over to me and say could you please show me and do you have a tutorial on how I can do that? It's like wildfire. I've had three other execs saying oh, can you show my EA how to do that? I'm sure she knows how to use that. The reason why the EAs don't use it with their partners? Because the partners need to get updated with their software skills and they try to make it as easy as for that partner to understand or get through the day on how to work together. I think that is the issue with the partner not being able to learn software quicker, as EAs need to.
Speaker 2:
You almost need like a combined lunch and learn session for your executives and their assistants. To just bring them up to speed, we get a lot of courses, webinars, lunch and learn sessions for the assistant.
Speaker 2:
But, my question would be does that get relayed back to the organization or the executive to say this is what I learned today and this is what I need to implement? Yes. To say this is what I learned today and this is what I need to implement? Yes, because I know for a fact now from working with other assistants that they keep that to themselves. They don't necessarily implement what they learn, which is then causing a little bit of a sticking point in the cog of progress.
Speaker 1:
I agree, I totally agree. Does that happen? It happens a lot, yeah, yeah, I have set up sort of lunch and loans for half an hour with other EAs to show them that there are other softwares to use. It boils down to the EA If they choose to use it or not use it.
Speaker 2:
Yeah, going back to our show title, then Mastering the Common Administrative Assistant Hurdles, hurdles. Another one that we've been noticing that's coming into the inbox in a high-crowdy question in the profession generally is ignoring feedback. Let's discuss ignoring feedback and how that can help or hinder your professional development, and what are some strategies and solutions for feedback in general.
Speaker 1:
I think feedback is great, but how you deliver, it is important.
Speaker 2:
Definitely.
Speaker 1:
Yeah, and some people think it's somebody's criticizing them. Any feedback is a good start.
Speaker 2:
You do open yourself up, don't you? Yeah, when you push that button of request 360 feedback, you think oh God please be nice can. I brief you on how I want you to respond that's always tempting to me what I've just sent you. What I mean, what I need you to do, is it's always a bit of a risk. Yeah, but when you view risk in a different way, is it more risky not asking for the feedback?
Speaker 1:
yeah, it's true. I always want, always want feedback, even if it's positive or negative. How am I supposed to develop myself if I don't know what is wrong or what is right or what I'm doing well, and I think it's really important. I did this mistake. I lack on attention to details. Then you know what the feedback's going to be like. Why don't you start working on that? And you won't get sized about this information, because you know it. You know what the feedback's going to be like. Why don't you start working on that? And you won't get sized about this information? Because you know what you're going to have the feedback, what it is going to be like.
Speaker 2:
So you're evaluating yourself before you're asking others to evaluate you yes. So having that critical thinking skill, which a lot of assistants do possess.
Speaker 2:
I think it's the natural thing that we do possess. But how many of us do actually tap into that skill of critical thinking and being able to analyze what I did well, what I didn't do so well? And then let me go and ask for feedback on the things that I didn't do so well, just to check that that is their thinking also, that you haven't gone off on a tangent in your head. And, of course, asking for the feedback of what did I do well?
Speaker 1:
We never get that. It's funny how we always get the you did this wrong, this wrong, and everybody remembers all what you've done wrong, but anything that you've done, well, oh, it was great, and you never get the in-depth of how great it was. As humans, we are the worst critics for ourselves. We hammer ourselves and we need to be more kinder to ourselves.
Speaker 2:
The approach. Going back to the approach, then we've been talking a lot about timing, tone and turf. I've contributed on LinkedIn around this topic as well. I think it's quite important and, as our the whole ethos suggests, sharing the knowledge. It's something that's been really easy for me to remember. I don't know about you, but there's so many acronyms and matrix to think about that have certain you know acronyms that when you see it in a training course or a webinar, you think, oh my God, that's so good, let me try and remember that. And then, in the moment when you need it, you think what was the blooming word that is broken down into six letters.
Speaker 2:
I find it really hard to access, but the one thing I haven't had a problem with is the TTT.
Speaker 1:
What is the TTT?
Speaker 2:
The timing, the tone and the turf. I've drummed that into myself. That's been really useful in pretty much any situation coming up with strategies to deal with things at work, but also at home. Just remembering there's a time and a place and a way to say everything. Anything. Yeah, you've just got to step back, take a breath and think about what you're going to say next. Think about how that's going to be. Think about what you're going to say next. Think about how that's going to be delivered by you, but also how is it going to land?
Speaker 1:
Yeah, and who's in the room? So you have to read the room. Definitely Is this the right time for this conversation.
Speaker 2:
Yeah, yes, you want to say it now and in your mind. I need to get this off my chest. This is bothering me. Or I need to tell you about something right now, but in me. Or I need to tell you about something right now, but is this the right time for that piece of information to land as you wanted it to land?
Speaker 2:
yeah have you got any strategies around that in general? Just think of an example that might have prevented you from getting your message across. Where you haven't necessarily thought about is is it the right place, the right time, the time in tone and turf?
Speaker 1:
It's difficult. Well, if it's a work thing, I would ask somebody to go. Let's go for lunch, let's go for a coffee. If it's with friends. Do you want to have a catch up? It has to be the time.
Speaker 2:
And if you were busy in the board meeting and you have a bone to pick with your exec you don't do in front of the whole board members and saying, oh, this is what you did and this is not how I work. That is the wrong place, wrong time, isn't it? Yeah, I've been doing a lot of this recently which hopefully would help in terms of a strategy is when I've got things on my mind. I do just want to get it off my mind, because that to-do list and that reminder list just gets longer and longer and longer and there's never the right time to communicate.
Speaker 2:
I will use elements of the technology and tools we have available to maybe say what I need to say, structure it correctly, think about how it's going to land with the recipient, but just delay the timing. So, with one thing that immediately comes to mind right now is in Microsoft Teams, in the messaging, you can right click on the send arrow and just delay the time. I've got loads of things. I've got so many questions and loads of things to say to my executive, but I'm already forward thinking and, seeing that he's in a client meeting or he's in a board meeting, this is not the right time for me to flag x, y and z to him.
Speaker 2:
It's not the right time, jodie, but I still want to get it off my chest, so I'll use those, those elements, those tools that are available to just delay the message and then send it at 5, 30 or send it during the break in the workshop and allow it to go through at the right time. I know it's going to be received at the right time. To give me the response I want, rather than a straight ignore yeah, because it's the wrong time.
Speaker 2:
Yeah, or a quick okay thanks because it's the wrong time. Or a quick okay thanks because it's the wrong time To draw out the response you're looking for. I've really been thinking about the timing of everything recently. The Crowdy Files is brought to you by Autograph Events, our show sponsors. Autograph Events are the experts in providing a complete event management solution, from free global venue finding through to full on-site event management, executive away days, team building and off-site meetings. They can help us plan it all. They offer that extra pair of hands, a bit like the assistant's assistant. The best part is they understand how we like to work. They understand our role. So for more information, email events at autograph-eventscouk, quoting crodi files 2023 to find out how they can help you plan your next event and for your personal reward, terms and conditions apply. Please see our website, craigandjodiecom. Next, we have a listener question. Thank you so much for sending this one in. This really resonates with both of us as well.
Speaker 3:
Hi Crodi. I am an EA of 10 years and I love my role. I have attended time management courses in the past but cannot seem to implement the tips when I get back to my desk. I have to juggle all of the time which I've learned to do To answer our listener question.
Speaker 2:
we have a fabulous contributor that we would love to introduce to you Abigail Barnes Barnes. Abigail is the founder and CEO of Success by Design Training, an award-winning entrepreneur, author, speaker and corporate trainer on time management and productivity well-being. She is a qualified coach and creator of the renowned 888 formula and host of the Time Management Podcast.
Speaker 4:
Hello Crodi Files podcast. Abigail Barnes here from Success by Design Training, so excited to be answering this question today. Before I dive into the answer, I want to give some context. Now, what I heard was how do I retain this information before I get back to my desk? So, before you get back to your desk, this is what I would recommend that you do. Question number one you ask yourself why did I attend that training? Why did I attend that training? Then, step one write down a list of five things that you took away from that training.
Speaker 4:
Now, step number two you are looking for overlaps. You attended that training I'm assuming if it was time management because you have time management problems or challenges. What are they? Write them down and then compare your time management problems or challenges with the top takeaways that you got from that training and look for the overlaps. Step number three once you have got one overlap, so the thing that is going to solve your problem the most, the thing that is going to address your biggest time management challenge that you have right now, what could you achieve today?
Speaker 4:
Apply that knowledge and do all of this before you get back to your desk, because career development, which is really how we are progressing through life, is about applying what we know to what we do. It's this information, turning this information into application, and once we do this, then we own the knowledge that we have learned. Obviously, when we get back to our desk, all of the things, all of the problems, all of the challenges that we were looking for this training to provide us with a solution to are still going to be there. So we need to create that new plan, that new process before we get back to our desk, so that our work can then start feeling less like juggling and more like sequencing and more like sequencing. This is what I teach when it comes to time management how you can sequence and schedule your tasks rather than feeling like you're constantly fighting fires, juggling, juggling, juggling. Can't wait to hear what you take away from this answer and I look forward to catching up with you all somewhere online or in person, soon. Take care.
Speaker 2:
Well, thank you so much, Abigail. That was really helpful. I've taken away lots there as well. If you want to learn more about what Abigail does, you can find more information in the show notes on our social media posts and also some details of Abigail on our website 100% agree.
Speaker 1:
I get frustrated when your exec doesn't reply to your email. You know he's read it and it's been in his inbox for three hours. Then if you look at his calendar you can see that he's been in a client board meeting or a pitch meeting for like two, three hours and he's just quickly looked to see if there was something urgent. I totally agree that it has to be timed perfectly using all the software that you can and you know which one he's going to. If he's not going to respond on the email, go to WhatsApp. But also check where he is at on the calendar.
Speaker 2:
Definitely so. The tone part of the TTT model comes down to communication, which is something we're all naturally good at, and it is the key to success when our ongoing role ensuring that communication is clear is effective and you get the response. You need Turf, as we said, that's more of the environment. Pick your moment Is it in person? Can this information be delivered virtually over a call, or do you want to book a time slot to try and go into the office and have that face-to-face?
Speaker 1:
I would suggest not doing it in an open, planned office with all your colleagues and peers, and if your boss is upset with something, shouting it across you where everybody can hear oh, you've done this wrong. Oh, I think that for me, what is happening here? Shouldn't you be taking her into a meeting room and then telling her, but throwing it out in front of everybody, I just yeah, that is also.
Speaker 2:
That's a situation that's not appropriate at all, and again it comes down to who's going to tell that person that that's.
Speaker 1:
Wrong.
Speaker 2:
Yeah, it's not the dumb thing to do, you know, unless they're told in that situation, try and find somewhere, private, hopefully, especially with leaders. You would hope that they would cotton on to that. Yeah, yeah, it sounds like, you've got a bit of an experience in your mind there, I did back in the past, but not now.
Speaker 1:
But I'm just. But it's not happened to me. I can see it happening to other EAs. I'm at an age now that I wouldn't take that. If you are in a situation like that, I would speak to HR and ask how do I deal with this? I've just been shouted at the working environment about something that not everybody should have heard, and she or he will be able to advise you on a way to deal with that.
Speaker 2:
Definitely so. Have you got any examples or strategies to turn that constructive criticism into something really positive? Has there ever been a situation where you've been able to turn things around?
Speaker 1:
In what context?
Speaker 2:
Any context in the office when we've received a piece of information and it's a little bit.
Speaker 1:
Oh, a little bit sharp. How have?
Speaker 2:
you turned that around.
Speaker 1:
I would take notes on that. I would really break it down and go what have I done wrong? I know he's told me this has happened. I get all heated up and I get anxious and I'm sort of worried, but I just have to step out and go for a walk, calm down and then accept it and then I get. Okay, I can see where I've gone wrong. I think I would rather have that than nothing and it keeps going on. I would definitely sit down and highlight it and put a post-it right on there don't do this, don't do that. And I start bettering myself by taking it on board and I get okay. Fine, I don't see that, because other people see what you don't see.
Speaker 2:
They do yeah, yeah. In the moment it is a little bit shocking, you think oh God, sorry, you know, I didn't realize. But then I will flip that and use it to my advantage.
Speaker 3:
Oh.
Speaker 2:
To display and produce what they want to see from me in the future and then bring that up at appraisal time.
Speaker 1:
Oh, okay.
Speaker 2:
This is how I flipped it.
Speaker 1:
Okay.
Speaker 2:
And use that to my advantage.
Speaker 1:
So taking that critic and say this is what I had from last year.
Speaker 3:
Yep.
Speaker 1:
And this is how I've improved it.
Speaker 2:
And an example of how that feedback has turned to my advantage. And now I'm bringing that up in that end of year review. That is a great point as well as you know, you're logging all the wonderful things that you've done all year.
Speaker 1:
Oh yeah.
Speaker 2:
But I think for me, when I include those moments of feedback into my review, it's landed really well in terms of personal progression.
Speaker 1:
Great.
Speaker 1:
Because I've been able to learn from not so much mistakes mistakes are dealt with and rectified usually there and then but when I've learned from a situation that has not been quite the standard or quite the way the organization prefers yeah and then I've flipped it, done something with it and even made it better, and then choose the moment again that the turf choose your moment to flip it right back to them just hearing you say that it reminds me of of all the the negative or the feedback that's not been so positive that I've received have become my strengths Definitely, because I now know I have the knowledge of what I've done wrong. I've now moved on from there because knowledge is power and building on that. But if you don't know, how are you going to build on that and help you to move forward?
Speaker 2:
Or you're ignoring it.
Speaker 1:
Some people tend to put their head in the sand and just like oh.
Speaker 2:
They might be affected, but they're so fixated with the way they work.
Speaker 3:
Yeah.
Speaker 2:
That ignoring it is also just as detrimental. Definitely Same thing. But responding or not responding or making it better or turning things around. Responding or making it better or turning things around yeah, so for me that strategy or that solution for the feedback is highlight it as a success story yeah at the appropriate time when it's going to be advantageous to you. Please like and subscribe so you won't miss an episode, and why not share your thoughts with us on our LinkedIn page, the CrodiFiles, or visit craigandjodiecom.
Speaker 1:
I'm Craig Bryson.
Speaker 2:
And I'm Jodie Mears and together we are the CrodiFiles.
Speaker 1:
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