News

When we ran Today’s PA Survey last year, we had no idea that it would attract PAs from a wide cross-section of industries: private sector, public sector, charities, small family businesses, multi-nationals, and household names.

Whichever industry they represented, and regardless of experience or seniority, all of our respondents were agreed on one thing: the qualities of a good boss!

In answer to the question “what makes a good boss?”, the same answers cropped up time and time again.

Being a good listener, trust (in PA/team), and having good manners seemed to come out on top – and rightly so.  Other ideal characteristics included:

• Sense of humour
• Honesty in dealing with others
• Appreciative and supportive (of others – PA/team/colleagues)
• Ability to delegate – and give constructive feedback
• Clarity (of direction when giving instructions or making decisions)
• Patience (and a willingness to share knowledge and experience)

Whilst everyone agreed on what made a good boss, the flip side of that question (that is, “what makes a bad boss?”), gave us an astonishing range of answers.  Unsurprisingly, the most ‘popular’ of these were lack of trust, lack of manners, not listening to others’ opinions.

But there were many, many others.  Here’s just a few, in no particular order:

• Controlling and micro-managing (including restricting access to diary and emails)
• Lack of respect for others
• Constant criticism and fault-finding
• Moody and unprofessional behaviour
• Creating a blame culture in office/team
• Lying and finding scapegoats when things go wrong
• Unapproachable
• Pomposity and aloofness
• Inconsistency (in decision-making, both in man-management and project work)
• Never asking for anything, and being secretive about their own work.
• Unwillingness or inability to delegate work.
• Shouting at PA/team
• Giving unclear instructions (if any) – then complaining and blaming when work not carried out as anticipated.
• Going AWOL and being uncontactable

It’s not clear from our survey how many PAs had actually experienced the sort of behaviour they describe.  However, from the examples given – some of which seem pretty detailed – it’s apparent there are many bosses out there with … shall we say … less-than-perfect man-management skills.

As we know, PAs are an adaptable bunch, and can work with most ‘types’ of boss.  Some of the behaviour described – such as inability to delegate – can be worked around, although it may be an uphill struggle.  But other behaviour could easily be classed as bullying.  If you believe this is the case with your boss, you should take action immediately.  Other characteristics, for example, being unapproachable or moody and unprofessional, are harder to pin down – and harder to deal with.

It also seems that many bosses don’t realise that PAs are there to help them.  Never asking for anything, being secretive about their work, as well as being controlling and micro-managing, all point to a lack of understanding of the work on an assistant.

In fact, one of our respondents hit the nail on the head.  “What makes a bad boss?  Someone who doesn’t think they need a PA.”

That sums it up perfectly.

Further details of the Today’s PA survey:

• A total of 120 PAs replied to the survey.
• Respondents had a range of experience in PA roles – from 1 to 50 years. The average was 5 years.
• The number of roles undertaken in that time ranged from 1 to 10 roles, with the average being 5 roles.
• PAs worked for organisations across the public, private and charity sector. Number of employees in respondents’ organisations ranged from 6 to 96,000 employees.
• The results of the Today’s PA Survey were presented at the Today’s PA Conference.

PAul Pennant
MD & Principal Trainer at Today’s PA