Career Portfolio’s Post

Transitioning to Board Director: Flexibility & Income in Later Life. Explore how a board director career offers work-life flexibility and substantial income opportunities. We discuss key transitions from executive roles, planning for success, and balancing responsibilities while staying engaged in the business community. Discover the potential of serving on boards in your later years. #BoardDirector #CareerTransition #WorkLifeBalance #ExecutiveLeadership #NonExecutiveDirector #IncomeOpportunities #BusinessCommunity #StrategicRoles #FinancialSuccess #ProfessionalGrowth

Transitioning to Board Director: Flexibility & Income in Later Life. Explore how a board director career offers work-life flexibility and substantial income opportunities. We discuss key transitions from executive roles, planning for success, and balancing responsibilities while staying engaged in the business community. Discover the potential of serving on boards in your later years. #BoardDirector #CareerTransition #WorkLifeBalance #ExecutiveLeadership #NonExecutiveDirector #IncomeOpportunities #BusinessCommunity #StrategicRoles #FinancialSuccess #ProfessionalGrowth

Transitioning to Board Director: Flexibility & Income in Later Life. Explore how a board director career offers work-life flexibility and substantial income opportunities. We discuss key transitions from executive roles, planning for success, and balancing responsibilities while staying engaged in the business community. Discover the potential of serving on boards in your later years. #BoardDirector #CareerTransition #WorkLifeBalance #ExecutiveLeadership #NonExecutiveDirector #IncomeOpportunities #BusinessCommunity #StrategicRoles #FinancialSuccess #ProfessionalGrowth

Transitioning to Board Director: Flexibility & Income in Later Life Explore how a board director career offers work-life flexibility and substantial income opportunities. We discuss key transitions from executive roles, planning for success, and balancing responsibilities while staying engaged in the business community. Discover the potential of serving on boards in your later years. #BoardDirector #CareerTransition #WorkLifeBalance #ExecutiveLeadership #NonExecutiveDirector #IncomeOpportunities #BusinessCommunity #StrategicRoles #FinancialSuccess #ProfessionalGrowth

The first time I was approached to work with a political Chief of Staff, I almost turned it down. I thought the role would be too different from the startup, corporate, and nonprofit spaces I knew so well. We always say “no two Chief of Staff jobs are the same,” and I figured that would be especially true in the world of politics. But once I dove in, I quickly realized how wrong I was! While the stakes might differ, the role’s core responsibilities are remarkably similar across sectors. Here’s how: ✔️ Strategic Leadership: Aligning teams around a shared vision and driving execution. CoS GSD no matter the industry. ✔️ Problem-Solving: Navigating complex issues under pressure with limited resources and tight deadlines. ✔️ Influence: Building relationships, internally and externally, to shape critical outcomes. ✔️ Communication: Ensuring clarity in messaging and making sure everyone is on the same page. Whether you’re a Chief of Staff in the boardroom or the Capitol, the challenges are familiar and the impact is undeniable. Because at the core of any CoS role— your mission is to drive change and execute on a vision. _______ Want to learn more about the Chief of Staff role? Follow me Melanie Jones The Chief of Staff Coach™ for daily CoS content, actioanble ideas, insights, info, and inspiration! #chiefofstaff

Boost your Company's Strategic Vision with a Non-Executive Board Member. Hiring a non-executive board member brings a wealth of experience and an independent perspective to your organization. They provide strategic oversight and ensure that the company's vision aligns with its long term goals. Invest in the future by adding seasoned experts to your board! #strategicPlanning #BoardMembers #BusinessGrowth

Why is the role of an Executive Assistant, PA, or Business Executive to the MD/CEO often taken for granted? It’s a question that many of us in these roles silently carry. We manage the day-to-day tasks that keep the ship afloat. We handle confidential matters, prioritize loyalty, and help CEOs focus on critical decisions, yet often, our contribution is undervalued. Why are we paid less than other roles, despite managing full administration and contributing directly to business growth? We wear multiple hats—organizers, advisors, troubleshooters—and yet, recognition is rare. No awards, no credits, no appreciation, even though we handle the major work that fuels the success of the company. It’s ironic when people say, “The teapot is more heated than the tea.” We pour ourselves into our work, sacrificing time and family to fulfill our duties, but our compensation and value don’t reflect that effort. It’s time the world acknowledges the true worth of those supporting C-suite leaders. We are more than just assistants. We are partners in growth and success. To all Executive Assistants, PAs, and Business Executives out there—you are seen, you are valuable, and your work is integral. I would love to hear from you all—what are your thoughts and experiences? What challenges have you faced, and how do you feel about the value placed on your role? Share your points, let’s start a conversation! #ExecutiveAssistant #PA #BusinessExecutive #LeadershipSupport #Recognition #Value #BusinessGrowth #CLevelSupport

As a Chief of Staff, how do you build a strong relationship with your leader's Executive Assistant? One of the MOST important relationships a CoS will have is with the Executive's EA. *But HOW do you build that relationship?* It's common to struggle with this, from both sides. Especially if the CoS role is brand new, maybe some feathers were ruffled during the hiring process, or maybe you got off on the wrong foot. Again, this is common. To build a strong relationship with your Leader's EA, Chiefs of Staff, do this: 🔹Approach humbly & curiously. 🔹Let your good intentions be known. 🔹Shadow the EA and learn their day-to-day. 🔹Show genuine interest in their life. 🔹Get buy-in on your new ideas, even when you're in a rush. 🔹Amplify them. 🔹Repeat. Most often, Chiefs of Staff are driven, achieving, and fairly confident folks with big ideas for how to do things better. This is GREAT. But Chiefs of Staff should act with the assumption that in certain situations their speed to action may be intimidating. And looming changes can be anxiety-inducing. It's NORMAL for an Executive Assistant (or anyone) to be wary of a new role or person directly supporting their leader. And it's natural for EAs to have concerns about the downstream effects the new role may have on their day-to-day responsibilities. As a Chief of Staff, your intentions matter. Through a consistent, thoughtful approach to your role - and the awareness of your impact on those around you - you will gain trust. And over time, you will be viewed as an ally. ⭐ Share in the comments: how have you built trust with your CoS/EA? __ ♻Please reshare with your network if this post resonates with you. And follow me, Maggie Olson, for daily Chief of Staff content. #chiefofstaff #leadership #executiveassistant #CEO #emotionalintelligence

I talk a lot about how much I love the Chief of Staff role— but it’s not always fun. One of the things people dislike the most about the CoS role is the following up we have to do with the leader’s executive team. Constantly asking for things, feeling like you’re being annoying or “hounding” people, following up with a VP after they missed a deadline… can all suck. Sometimes, there’s no getting around this part of the job. But here’s a few things I do to make it a little easier: - Understand that if they miss something, it’s on them. Yes you can do your best but at the end of the day you truly can’t control other people. - Set up a follow up plan and stick to it. For example: plan to send your first ask out 3 weeks prior to a due date, and then your final ask out 1 week prior. Leave that last week for final follow ups if needed. - After you send an ask to the exec team, forward individually to the “doer” on their team. Maybe an ops role, another CoS, or their EA. Have a relationship with this person who intimately knows the due dates and can push from their end. They are now doing a lot of this work for you. - When things are post-due date, let the exec know that you’ve received everything else from their peers, and that you’ll be sending over to the leader shortly. If you’d like theirs included please send by X (reasonable date). - Be patient, this will take a few (or several) cycles until the exec team expects this kind of rigor around deliverables. But it will get better - I promise. - Approach them with empathy and understanding that you’re all on the same team. - Know that this is just a small *part* of your role, and not all of it, even though it’s maybe one of the more visible things you do. If you’re a Chief of Staff struggling with chasing deliverables from your leader’s executive team, you’re not alone! While most of us love our job, this part can be hard. In the comments: what other tips do you have for chasing deliverables? Anything that CoSs do that doesn’t help? Let’s discuss. #chiefofstaff #generalist #executiveassistant #CEO #executive If this post is helpful to you, please ♻️ reshare with your network.

Have you ever wondered if hiring a full-time Chief Revenue Officer (CRO) truly pays off compared to a Fractional CRO? There's a prevailing issue in typical 40-hour work models: the illusion of necessary time commitment. In my experience, aligning countless leaders and teams, it's eye-opening how much of that supposed necessary time is filled with inefficiencies—what I call 'noise'. It's not unique to the CRO role; it's a widespread phenomenon across various organizational positions. Despite a full-time CRO dedicating 40-plus hours weekly, not every hour is spent productively pushing the company's revenue growth. This isn’t to undermine the value of full-time positions but to highlight a misconception. More hours don’t always equate to more productivity or better results. A Fractional CRO, committing around 20 hours a week, might focus more intensely on high-impact activities without the clutter of the 'noise'. They distill their time to what genuinely drives growth, possibly making their hours more productive than a full-timer's. Is it time to rethink how we evaluate the efficiency of our leadership roles? Could less be more when it comes to strategic positions like the CRO? Would love to hear thoughts from others who've explored both avenues. What's been your experience? #leadership #CRO #businessstrategy #productivity #timemanagement