The Learjet 45’s cabin can accommodate 8 passengers and a flightcrew of two. Passengers love the 8 captains chairs that come standard on board. The additional legroom, galley storage, full width aft restroom, and wider than average seats offer passengers a comfortable and practical experience. This jet also offers work tables that fold down from the walls and a quiet, temperature controlled cabin, ideal for working from the air. The Learjet 45 has an external baggage compartment that provides 50 cubic feet of baggage space and another 15 cubic feet of internal storage. The Honeywell Primus 1000 avionics suite comes standard on the Learjet 45XR and includes a 3-D approach navigation system.
The Bombardier Learjet 45 was first introduced at the US National Business Aircraft Association’s annual convention in 1992, and the first consumer aircraft was delivered in 1998. The Learjet 45 was designed to replace the Learjet 35 and offers the classic Learjet layout with enhanced and improved design features. In 2004, the Learjet 45 evolved into the Learjet 45XR which offers an upgraded engine and improved climbing performance.
The Learjet 45, and newer Learjet 45XR, are categorized within the light jet class, but offer many of the features and benefits found in midsize jets. When looking at performance, the Learjet 45 excels in both high and low speed handling, runway performance and fuel efficiency. On the interior, the Learjet 45 was designed to offer the most passenger space possible for a light jet.
When comparing the cruise performance, the Learjet 45 is top in its class. It can cruise at speeds of 489 mph and is able to fly 1,597 nautical miles nonstop. This jet also offers the most advanced anti-ice system of any light or midsize jet, can complete a 1,000 nautical mile trip in just over 2 hours, and the 904-gallon fuel system can be filled rapidly in about 10 minutes, offering very quick turnaround. The Learjet 45 really shines at cruise altitude and offers exceptional handling capabilities, as well as fuel economy. The Learjet 45 and Learjet 45XR are great options for anyone looking for a cost-effective light jet that offers superior performance.
To request a Learjet 45 for your next trip, please contact us. We would be pleased to provide you with a flight quote for your next trip.
All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.
In this article, Author Jan Jones discusses how business leaders make smart use of their assistants.
For the past five years, FlyPrivate has been a proud partner and associate of Jan Jones. Jan brings valuable, actionable information to EAs across the globe. We hope you enjoy her blogs as much as we do!
Iconic Business Leaders Make Smart Use of Their Assistants
FlyPrivate: Because of the COVID-19 global lockdown, suddenly business has to drastically change the way it is operating, so we thought it would be valuable to revisit the discussion we had when your book first came out. Many assistants are on the frontlines of their companies at this time. We’ve heard that they are playing a bigger role in helping processes to flow smoothly, making sure communication is maintained and leaders are visible to remote employees. Other EAs tell us their executives could utilize them much more. What would you say to those executives who are not fully utilizing their EAs during this time of crisis?
Jan Jones: I’m certain that the executives who are not fully utilizing their assistants during this time, are the ones who didn’t utilize them effectively before the crisis.
It goes back to the question you asked when my book first came out. You asked Why write a book about EAs specifically for executives? Knowing why I did that will help executives to understand why they should be making better use of their assistant’s capabilities.
I targeted my book to executives because they are the ones who need to learn the value an exceptional assistant can bring to their lives. Assistants know the significant role they play, but many executives and business owners have little or no idea how to work effectively with an assistant. They don’t know what an outstanding resource a top assistant can be to them, to help relieve them of day-to-day matters that are not a good use of their time. Executives must get comfortable with delegating. In order to work effectively with an assistant, they need to know what a top-quality assistant looks like, meaning what qualities and characteristics an assistant must have in order to best serve the executive, whether it is a junior, mid-level, or senior role. In my book (“The CEO’s Secret Weapon”), I dedicate three chapters that discuss “The Tangible and Intangible Characteristics of an Exceptional Executive Assistant” and I explain why they should matter to an executive.
What has happened since my book came out is that numerous publications have followed my format of listing characteristics of executive assistants. However, they overlooked my caution to executives that not every assistant has these characteristics. I was specific with executives that they would be lucky to find an assistant who had some of these characteristics, let alone most, or all of them. I called the assistants who have these characteristics “exceptional executive assistants”, because these characteristics make them exceptional, setting them apart from the rest.
Executives and business owners often don’t realize that their assistant is their “face and voice” to the world. Through the assistant, people can get a favorable or unfavorable impression of an executive and the organization. Since executives should always be putting their best foot forward, it is crucial that they engage an assistant who is at all times conveying an air of professionalism, competence, a willingness to be of service and has enthusiasm for the job. They need an assistant who is fully invested in the role, who is committed to getting things done and to showcasing their executive in the best possible light.
FlyPrivate: Tell us about some of the famous business leaders you interviewed.
Jan Jones: In addition to world-class executive assistants, I was fortunate to interview some of the world’s top business icons for my book, including Sir Richard Branson, Donald Trump (prior to presidency), Steve Forbes, Barbara Corcoran, management gurus Marshall Goldsmith, Ken Blanchard, Simon Sinek, as well as Cisco Systems’ then-CEO/Chairman, John Chambers, who wrote the Foreword to my book with such clarity and understanding of the role his long-time, wonderful assistant Debbie Gross has played in his life. In fact, if executives only read the Foreword to my book, that in itself is an eye-opening lesson on what an assistant can do for an executive if the executive is smart enough to hire someone capable of working with them as a strategic-thinking partner. There are interviews with many successful CEOs who might not be world-famous, but who have managed to create a wonderful partnership with their assistant. I should stress that by “partnership” I mean the idea that we support each other, we are allies, teammates, we have each other’s backs. I don’t mean it in the legal or HR sense of the word.
FlyPrivate: How do these business leaders maximize effectiveness utilizing their assistants? What benefit does the EA derive from the relationship?
Jan Jones: One of my favorite examples is from the best-selling author, Joseph Michelli, who told me his assistant made him richer because she increased his portfolio and kept him on track with their business plan. When he got enthusiastic about some new opportunity, she would say “let’s see how this fits our business plan and our goals for this year.” Kudos to Joseph for heeding his assistant’s counsel. Not only did he respect Lynn’s advice, he rewarded her well. How many business owners can say that their assistant made them richer? Joseph was extremely smart to choose Lynn and understand the value she could bring to him.
Donald Trump had the most outstanding assistant I have ever had the privilege to meet, and I have met and worked with assistants of famous authors, celebrities, famous executives, economists, politicians, you name it, from all over the world. Norma was truly in a class all by herself, the best ambassador an executive could dream of having, let alone actually have. She retired after working for Mr. Trump for over 30 years. In addition to being Mr. Trump’s assistant, she was also a vice president at the Trump Organization, as is Mr. Trump’s current assistant. A close second to Norma, was pop star Michael Jackson’s assistant, who also was a vice president at MJJ Productions. Mr. Trump told me he admired the fact that his assistant was able to assess situations and take independent action. He appreciated her ability to handle things without having to interrupt him. She had a lot of courage and “Was a straight shooter – someone who will tell it like it is. Norma would never take the easy way out and she always had my best interests in mind.” Some advice for assistants from Mr. Trump: “If you need to ask the boss something, ask yourself the question first. A lot of times you’ll know the answer already and save your boss time.”
Steve Forbes, the publisher of Forbes Magazine told me, “My assistant has a good head on her shoulders and can make judgment calls that come from experience. When she is away, something that seemed smooth is anything but smooth if she’s not there to make sure it happens.” I urge younger executives to listen to Mr. Forbes that his assistant’s judgment comes from experience. Many younger executives shy away from hiring an older assistant. They do so at their peril because these assistants bring years of business know-how, acumen and protocol that can guide younger, inexperienced executives and show them how to develop and polish their professional image and business acuity.
Simon Sinek, the popular TED speaker and author told me that he viewed his relationship with his assistant, Monique “As an essential partnership. I don’t see my work as more important or less important than hers. I see our work as mutually beneficial.”
John Chambers said “I wanted a business partner who could help me to run my business and manage my day-to-day activities, who I can trust and who literally runs my life.” Debbie was with him over 25 years.
Don’t let their unassuming, unflappable demeanor fool you. The assistants who work for these executives have a fierce passion for excellence and mirror their high-functioning bosses. They reflect the boss’ high energy, confidence and decision-making skills. They enjoy the exhilaration of achievement, and a job well done. Desire to succeed and be their best is everything. They understand whom they represent and never let their standards fall. Exceptionalism is everything to them. It’s in their blood. Playing small is not for them. I tell you from first-hand experience, you have to embody this level of excellence and commitment. This is what it takes to support an executive at the highest levels. It’s something you learn coming up through the ranks, year after year. You don’t arrive fresh from college knowing all this. It takes practice, commitment, dedication to your craft.
FlyPrivate: How can other executives mirror these iconic business leaders?
Jan Jones: Take time to find the assistant who is the best fit for your needs. To do this, follow the advice I lay out in my book about how to find the right person, how to work with that person and how to nurture the relationship so the assistant will stay and grow with the business. Analyze your work style. The executives I interviewed in my book were not afraid to ask for what they needed. They were honest about their work style and personality. Executives: be honest about your work habits and personality so you can find someone who will suit you. Make a list of what is not negotiable for you in an assistant. These are your “must haves”, whether it is technical skills, or personality traits. Try to keep the job interesting and challenging by delegating to your assistant. If it’s feasible, include your assistant in your deliberations so they understand your objectives.
If an executive chooses an assistant with talent and skill, the assistant can add massive value by managing the executive’s day-to-day business activities. As I stress repeatedly in my book, the role of the executive assistant is to give back time to their executive. An exceptional assistant routinely handles matters that are not a good use of the executive’s time. Steve Forbes said, “Part of being an effective leader is knowing what your value-add is, focusing your time on that and figuring how you delegate other things. Even if you believe you can do a task better than someone else, it might not be a good use of your time. Good leadership demands that you put together an effective team.” For a busy executive that teambuilding should start with an exceptional executive assistant.
While my book is geared to executives, I want assistants to understand that they have to strive to be exceptional at their job. We all have different capabilities, but everyone should make certain that they are dedicated, professional and always looking for ways to improve, learn and make their executive look good. When they look good, you look good, because in the case of some executives, making them look good takes some doing! The best assistants are cheerleaders for the boss and for the company. Other employees feel motivated and inspired by them. They have a reputation for excellence, discretion, reliability, honesty and getting the job done. They make their boss and the team feel secure. They come to work every day ready to perform at optimum levels.
I am inspired by this quote from noted Sicilian chef Guiseppe Carollo. For me it sums up the satisfaction, pride and commitment an assistant must feel about their career: “Only those who have a lot of passion will be able to do this job well.” This is the level of drive, passion and commitment executives must look for when hiring their assistant. It doesn’t matter if the assistant’s position is junior, mid-level, or senior. The passion and resolve to excel must be apparent at every level. With such an ally by their side, executives can be assured they will succeed in their mission.
Want more from Jan Jones? Check out her Q & A Series!
Jan Jones is the author of “The CEO’s Secret Weapon How Great Leaders and Their Assistants Maximize Productivity and Effectiveness”. The book debuted at #1 on Amazon’s Hot New Releases in the Office Management Category. It has received widespread acclaim from executives and executive assistants worldwide. Jan spent 20 years as an esteemed international executive assistant to well-known business people, including personal development icon and author Tony Robbins. Jan is passionate about the executive assistant role and continues to champion the profession through speaking, mentoring and offering timeless, practical advice that is relevant to the day-to-day role of the executive assistant.
All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.
In this article, Author Jan Jones discusses the importance of transparency and getting the most out of your working relationships.
For the past five years, FlyPrivate has been a proud partner and associate of Jan Jones. Jan brings valuable, actionable information to EAs across the globe. We hope you enjoy her blogs as much as we do!
FlyPrivate: How transparent with your business objectives and personal objectives should you be in order to get the most out of the working relationship? Are there certain things you shouldn’t entrust an EA with and handle yourself instead?
Jan Jones: It depends on the job level. An assistant to a CEO for example, is typically privy to more confidential business and personal information than an assistant to a mid-level manager. Do a thorough job when hiring your assistant so you can feel confident about giving them information. It may take a while for the executive to feel comfortable with full transparency. It will certainly depend on the maturity level of the assistant and whether the assistant shows they can be trusted with information. The greater the transparency the more effective the assistant can be in getting the job done. I have taken phone calls from lawyers, accountants and others who needed urgent responses while my bosses were away. I was able to help them because my bosses kept me fully informed. There was 100% transparency because I proved worthy of it. Use your judgement about what you are sharing, but generally, if you can’t be transparent with your assistant, they should not be working for you. If you have trust issues and are unwilling to take your assistant into your confidence, learn to work through those issues so your assistant can represent you effectively. Many assistants are more trustworthy and capable than they are given credit for.
Speaking about his assistant Debbie Gross in my book “The CEO’s Secret Weapon”, John Chambers, the executive chairman and former CEO of Cisco Systems said “From our first day together I let her know that my office, files and everything in my business life were hers to manage and that I had complete trust in her capabilities”. The Chambers/Gross relationship is the epitome of transparency and teamwork between the executive and assistant. Mr. Chambers interviewed 17 candidates before he selected Debbie. This is the level of diligence that executives need to adopt in finding an assistant they can trust implicitly. For a certain caliber of executive there is no separation between business and personal matters and their assistants know everything.
As far as personal objectives, if they are relevant to the executive getting the job done, the assistant should know about it. If the executive wants to be at their child’s baseball practice, or has promised their spouse they will be home by a certain time, then the assistant should be informed so they can plan the executive’s schedule accordingly. I recall when one of my bosses hired my replacement. His wife had him on a strict weight loss program. One of the first things the new assistant did was to place a bowl of candy on his desk. I swiftly removed the candy and had a chat with her. With the weight loss objective being so paramount, he should have let his new assistant know it was a major priority for him and enlisted her help in staying on track.
In many corporations, assistants are not permitted to do personal work for executives. That doesn’t mean it doesn’t happen. In fact, it is quite widespread and I’ve done it myself. If someone owns the company, there is typically no distinction between personal and business matters. Everything is transparent to the assistant. It’s the only way they can manage the executive’s affairs. One area I suggest you keep separate is your personal emails, especially from friends who don’t use discretion when they circulate jokes or photos, because they don’t realize that your assistant is seeing every message that goes to your business email. If your assistant is joining you on a phone call, let the other parties know your assistant is on the line so they mind what they say. There is such a thing as too much transparency, even for an assistant who has seen and heard it all!
Want more from Jan Jones? Check out her Q & A Series!
Jan Jones is the author of “The CEO’s Secret Weapon How Great Leaders and Their Assistants Maximize Productivity and Effectiveness”. The book debuted at #1 on Amazon’s Hot New Releases in the Office Management Category. It has received widespread acclaim from executives and executive assistants worldwide. Jan spent 20 years as an esteemed international executive assistant to well-known business people, including personal development icon and author Tony Robbins. Jan is passionate about the executive assistant role and continues to champion the profession through speaking, mentoring and offering timeless, practical advice that is relevant to the day-to-day role of the executive assistant.
All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.
At the top of its class, the Falcon 7X outperforms its competitors in range, efficiency, comfort, technology and design. The 7X is a heavy jet that delivers on all the promises it makes to both pilots and passengers.
Dassault’s Falcon 7X has revolutionized the business jet market with the industry’s first Digital Flight Control System, backed by Dassault’s 30 years of military experience. Transferred directly from Dassault’s fighter jets, this technology gives more precise handling and reduces workload, improving safety. It also mitigates the effects of turbulence for a smooth and quiet ride.
The Falcon 7X’s cabin is taller, wider and designed for an ideal travel experience with 28 windows, ambient lighting, three spacious climate-controlled lounge areas, and technology that makes the cabin quiet for work or rest. The air inside the cabin is humidified and the cabin pressure at 41,000 feet feels like 3,950 feet. While all Falcon 7Xs come standard with a full galley and lavatory, some also come equipped with a second lavatory or an on-board shower, ensuring passengers have everything they need for a pleasant flight and are ready and rested when they arrive at their destination.
According to Dassault, “the advanced cabin management system provides a full complement of entertainment and connectivity tools in an exceptionally user-friendly format. Work, relax, manage cabin features, track flight progress and communicate — and do it all using your own portable devices from anywhere in the cabin. FalconCabin HD+ also includes Skybox, the media server with vast iTunes video and music capacity.”
This aircraft has a range of around 6,100 statute miles with 12 passengers on board and flies at an average speed of 548 mph. The Falcon 7X has a fuel consumption that is 15 to 30% lower than other heavy jets and is powered by three Pratt & Whitney engines, delivering 6,400 pounds of thrust each. Most impressively, it can fly multiple short and long trips without refueling.
The highly intuitive cabin of the Falcon 7X is very spacious measuring 39 feet in length, 7.6 feet in width, and offering over 6 feet of standing height. This aircraft will accommodate 10-12 passengers comfortably, as well as 2 crew members and a flight attendant. The Falcon 7X also has a generous baggage compartment providing 131 cubic feet of storage space.
Other notable features of this jet include: the fly-by-wire system that gives pilots greater control by limiting the pitch of the aircraft, a completely new wing design and unique aerodynamics allowing it to take-off and land at slower speeds giving it access to thousands of small airports. With all of these state-of-the-art enhancements, it is easy to see why the Falcon 7X is a heavy jet favorite.
To request a Falcon 7X for your next trip, please contact us. We would be pleased to provide you with a flight quote for your next trip.
All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.
In this article, Author Jan Jones discusses the importance of feedback between executives and their assistants.
For the past five years, FlyPrivate has been a proud partner and associate of Jan Jones. Jan brings valuable, actionable information to EAs across the globe. We hope you enjoy her blogs as much as we do!
FlyPrivate: How often should you meet with your EA and provide feedback about their performance? How important is this to the working relationship?
Jan Jones: Being honest and respectful does wonders for any relationship, but especially for the delicate balance that must be struck between an executive and assistant. Feedback should be ongoing, particularly at the start of the relationship, or if the current assistant is not performing up to standard and adjustments need to be made. If something gets dropped, or mistakes are recurring, address them quickly so there is no undercurrent of dissatisfaction impacting the relationship. Don’t let the EA assume that everything is OK and then suddenly get hit with the news that you are not happy with their performance. I shared in my book the example of an EA whose new boss seemed to be annoyed with her and she could not figure out why. At a social gathering she finally asked him. He said he was not a morning person so when she called out “Good Morning!” in a cheerful voice, it irritated him. The discussion about work style should have been on the EA’s priority list at the outset. Since she didn’t ask, and it obviously was an issue for him, he should have said something about it. Instead, uncomfortable months went by during that early period when they could have been building trust, respect and rapport.
When an EA is new in the job, I recommend they ask their executive if everything is satisfactory no later than at the end of the first week. Are there any challenges with communication, or work performance? A simple “How did we do this week, are there any issues you’d like to discuss?” should quickly let the EA know how they are faring and lets the executive know the assistant is open to feedback. When I started a new job, on the first day I would tell my boss I wanted to hear immediately if they were not satisfied with anything, no matter how minor, so I could fix it. Executives should be specific when giving feedback. Let your assistant know exactly what the issue is. Don’t beat around the bush and leave them perplexed about what you really mean. Don’t let problems build up. For me, once the relationship was established and I knew I could be candid with my boss, I shared my observations but I was careful to pick my moments. The timing has to be right or you’ll wind up doing more damage than good. Feedback works best when it is communicated sincerely and respectfully, without either party feeling intimidated, or put on the spot. It should be communicated in private because it may start out positively, but it could lead to other issues that should be discussed confidentially.
Schedule time for an informal performance discussion at the end of the first 30 days and a formal performance review at the end of the first 90 days. If things are not going well, don’t wait 90 days to address them. Similarly, if the assistant has settled in well and you are pleased with their performance, let them know and say thank you. If the executive and assistant are working together comfortably, they probably have sufficient rapport to be able to talk to each other about performance, expectations or misunderstandings on a frequent basis, not just at review time. Use your instincts. If something feels uneasy, speak up and get it handled.
All relationships require effort and commitment, and the executive-assistant relationship is no exception. Develop trust and confidence in each other. It creates a space for both of you to safely share what’s on your mind without feelings being hurt, or intentions misunderstood. When trust and support back up your relationship, it creates a sense of comfort in which you are free to thrive and do your best work.
Want more from Jan Jones? Check out her Q & A Series!
Jan Jones is the author of “The CEO’s Secret Weapon How Great Leaders and Their Assistants Maximize Productivity and Effectiveness”. The book debuted at #1 on Amazon’s Hot New Releases in the Office Management Category. It has received widespread acclaim from executives and executive assistants worldwide. Jan spent 20 years as an esteemed international executive assistant to well-known business people, including personal development icon and author Tony Robbins. Jan is passionate about the executive assistant role and continues to champion the profession through speaking, mentoring and offering timeless, practical advice that is relevant to the day-to-day role of the executive assistant.
All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.
The Bombardier Challenger 650 was first certified in 2015 as an upgrade to the Challenger 605, a previous model in the Challenger family of business jets. The Challenger 650 offers many refinements from the earlier Challenger 605 including an updated cabin with two additional executive seats and larger galley appliances to reduce meal prep time. The enhancements make the Challenger 650 a highly versatile aircraft for business and personal travel compared to similar heavy jets.
The Challenger 650 is a powerful aircraft with two GE CF34-3B MTO engines. It can fly with ease from London to New York, or equivalent distances around the globe, while also able to take off from shorter runways and more challenging airports than its competitors. This aircraft has a range of around 4,600 statute miles with 12 passengers on board, at an average speed of 515 mph. “Fly confidently with the Bombardier Vision flight deck. The Challenger 650 aircraft is equipped to meet current and upcoming navigational requirements** and offers the industry’s most extensive baseline feature set including synthetic vision and MultiScan weather radar.” – Bombardier
The highly intuitive cabin of the Challenger 650 is very spacious with 6 feet of standing height and measures over 7.9 feet in width. The cabin space can be configured into a 12-passenger executive seating in club configuration, or have a 4-place divan with berthing capability. Many 650s feature a 4-place conference grouping that includes a height-adjustable single pedestal conference table essential for business meetings in the air. This aircraft will accommodate 10-12 passengers comfortably as well as 2 crew members and a flight attendant. The Challenger 650 also has a generous baggage compartment providing 115 cubic feet of external storage that is accessible during flight.
Other notable features of this jet include: an intuitive cabin entertainment system, industry leading high-speed internet connectivity, plug-and-play entertainment experience with universal HDMI and USB ports and wireless control of the cabin environment and entertainment via personal electronic devices. With an advanced cockpit, a cabin built for comfort and productivity, and a first-class galley, private jet travelers highly recommend the Challenger 650.
To request a Challenger 650 for your next trip, please contact us. We would be pleased to provide you with a flight quote for your next trip.
All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.
In 2004, Raytheon (the maker of the midsize Hawker series)
renamed their popular light jet the Beechjet 400A, the Hawker 400XP. The move was designed to create brand identity among the light and midsize jets that Raytheon produced.
In addition to the name, Raytheon also imported cabin comforts of the midsize Hawker including: additional shoulder and head room, a refined interior design, as well as a flat floor, making it the most
spacious cabin in its class. The baggage space, airspeed and range of the Hawker 400XP rate at the top of the light jet fleet.
The Hawker 400XP is ideal for short trips and is most impressive in the air. With cruise speeds of over 400 knots and fuel-efficient Pratt & Whitney JT15D-5 turbofan engines, pilots agree that the Hawker 400XP is a reliable, efficient and well-designed aircraft.
Primarily available to whole and fractional owners or members of jet membership programs, FlyPrivate’s customers have been able to
enjoy the Hawker 400XP “on-demand” since 2008.
For many customers the Hawker 400XP is their preferred method of travel and we are proud to offer this great aircraft to our customers at a considerable savings and value.
To request a Hawker 400XP for your next trip, please contact us. We would be happy to provide you with a flight quote.
All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.
In this article, Author Jan Jones discusses how executive assistants can maintain some sort of work-life balance when they have no backup.
For the past five years, FlyPrivate has been a proud partner and associate of Jan Jones. Jan brings valuable, actionable information to EAs across the globe. We hope you enjoy her blogs as much as we do!
FlyPrivate: Do you have any advice for EAs who would like to maintain some sort of work-life balance when they have no backup and have to be available 24/7 for their executives even when taking vacation?
Jan Jones: If work-life balance is a priority for you, don’t take a job that doesn’t give you that choice and requires you to be available 24/7. Whether it’s a priority due to family commitments, or your
desire to have personal time for other interests, you make work-life choices. You have to decide your priorities and find a job that fits them.
For certain types of executives it’s expected that their EA will be on call beyond normal business hours. EAs who are accustomed to
supporting that caliber of executive know what’s required of them. For other assistants, ask about it specifically during the interview. If you are concerned about how it might come across, you could ask about the executive’s work style preferences. If they say that their weekends are family time, you’ll know that you probably won’t be disturbed over the weekend. If they go to the gym, get coffee and catch up on the news first thing in the morning, likely you can have those early hours free for your own routines. If they say “I work all hours”, you’ll know what you are in for. Pin down the executive as best you can in order to determine if you’ll routinely be required 24/7, or whether you can have some guarantee of private time
outside of regular business hours.
Business is constantly changing so even if you were told you won’t be needed 24/7, your hours may start increasing as the business
environment shifts. In that case, have a conversation with your
manager to determine if this will be ongoing or temporary and try to establish some middle ground balance that suits both of you.
One assistant shared that her boss agreed not to contact her
between 5:00 pm – 9:00 pm because that was family time when her kids did homework, ate dinner, relaxed and it gave her time to catch up with her husband. Once her kids were in bed, she would resume working if necessary. So these are the kinds of parameters you can establish with your executive to make sure you have private time, but are not completely out of reach.
I understand that assistants may feel frustrated because they don’t set the agenda and that makes life feel out of control. But even if you don’t set the agenda, you can manage the agenda. Set guidelines with your manager that work for both of you. Negotiate the
parameters as early in your tenure as possible. Know that if you let creep happen and the hours start to get longer and longer, it’s up to you to manage it. Remember though, if you are inflexible you could end up in a strained working relationship and find you are not
invited to participate in brainstorming sessions, or given meatier
assignments. You have work-life choices. Choose wisely and accept the consequences of your choices.
Being on call has been typical for higher-level executive assistants even before email and smartphones invaded the workplace. It’s
simply the nature of the EA role, especially for EAs whose executives partner closely and rely on them. 24/7 is routine for that breed of assistant who, like me, thrives on being central to the action and
appreciates the fluid nature of business. But that work style doesn’t suit most assistants. On-call EAs should remember not to overdo it. Burnout sneaks up on you and at some point even the most
committed assistant needs time to decompress and rejuvenate body and soul away from the business.
For better or worse, these days I don’t know of any
senior-level assistants who go on vacation without checking in with work at some point. If you are going on vacation and have no backup, decide with your executive how they’d like your responsibilities
covered. If they don’t want to bring in a temp, or use one of the other assistants, try not to leave them stranded. Some assistants say they like their manager to experience what life is like when they’re not around. OK, but be prepared in case they also realize what is missing when you are around. I like hearing from executives who tell me how thoughtful their assistants are, that even when the EA is not there, they’ve thought things through and made sure their executive is not left high and dry.
Showcase your anticipation skills and come up with contingency plans for when you are away. Offer to find a time when your
executive can reach you if necessary. Or, set up a time when you will check in to make sure your executive doesn’t have anything pressing they need from you. Let them know if you are able to occasionally check messages if your vacation plans permit. I’m not encouraging you to do this; I’m simply suggesting alternatives if your executive will be left to their own devices while you are gone.
In jobs where I had an assistant, when I went on vacation we set up a time for her to call me every day so we could keep current. If later in the day I had some time to spare, I would give her a quick call just to check in. Even though I had an assistant who covered for me, I
completed or got started on recurring work such as end-of-month reports, meeting agendas, signing purchase orders, etc., so work could proceed in my absence and I wouldn’t be too far behind when I got back. I briefed my executive thoroughly on the status of
outstanding projects, let him know that I would be checking in daily with my assistant, and assured him I was available if he needed to get in touch.
Being a 24/7 EA suited me because my work gives me energy. It’s a means of self-expression. The role allows me to do something I’m passionate about. If your lifestyle preferences cannot accommodate being available at all hours, then choose a job that doesn’t place such demands on your time. Your work should support your life choices and those choices should be made without guilt or anxiety. Then, in the words of Amazon’s Jeff Bezos, you can have work-life harmony.
Jan Jones is the author of “The CEO’s Secret Weapon How Great Leaders and Their Assistants Maximize Productivity and Effectiveness”. The book debuted at #1 on Amazon’s Hot New Releases in the Office Management Category. It has received widespread acclaim from executives and
executive assistants worldwide. Jan spent 20 years as an esteemed
international executive assistant to well-known business people,
including personal development icon and author Tony Robbins. Jan is passionate about the executive assistant role and continues to champion the profession through speaking, mentoring and offering timeless,
practical advice that is relevant to the day-to-day role of the executive assistant.
All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.
Are you planning to get out of town for an early spring getaway with your family and friends? We can help you add as much as two extra days to your March vacation by flying privately. Let us explain how.
Most vacation destinations will require a full day of travel to arrive and depart from your home. By traveling privately you will be able to travel directly from your home to your destination, allowing you to reduce costly travel time, begin your vacation sooner, and stay longer.
If you want a few extra days at your favorite vacation spot, consider these popular jets to get you there.
Learn more about your available aircraft options and check out our blog for more helpful resources on private aviation.
We will be happy to provide you with details on how you can get the most out of your vacation travel, and provide you with a free flight quote. Let’s get started planning your spring getaway today!
All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.
In 2012, Bombardier announced development of a new light
business jet. The Learjet 70 received FAA Certification by 2013 and flew its first flight in 2014. The Learjet 70 is an enhanced version of the Learjet 40, offering notable upgrades to its predecessor. Learjets have always been synonymous with best-in-class business jets, so it is no surprise the Learjet 70 continues to fulfill that legacy.
The Learjet 70’s performance capabilities are quite impressive. With a range of 2371 statute miles and the capability to reach speeds of 534 mph, this jet can travel to more destinations without a fuel stop.
Another impressive feature of this aircraft is its ability to quickly reach high altitudes above the weather, offering a smoother flying experience for passengers. With precise landing gear, this jet can comfortably handle shorter runways with ease. Powerful engines and a new winglet design are just a few examples of advancements that make the Learjet 70 a great choice for charter.
The cabin of the Learjet 70 measures 17′ 8″ in length, 4′ 11″ in height, and 5′ 1″ in width. This aircraftcomfortably seats 6-7
passengers, has stunning interior details and offers all of the
technology needed to conduct business in the sky. The wider cabin makes for a more relaxing flight with ample legroom to stretch out and relax. Executive tables and pop-up monitors in the forward club section offer passengers a comfortable work environment. In
addition, the Learjet 70 has a redesigned galley with more work and storage space for meal service. There is also an aft lavatory on board with a sink and vanity mirror. The Learjet 70 has an external baggage compartment that provides 50 cubic feet of baggage space and
another 15 cubic feet of internal storage. The Learjet 70 truly
embodies the next generation of light business jets.
Pilots are equally as impressed with the Learjet 70. According to Bombardier, “The Bombardier Learjet 70 business jet offers industry leading avionics that ensure superior value and a superlative pilot
experience in all phases of flight. The result is a spacious, well-organized setting for maximum pilot productivity, safety, and convenience. Everything pilots need to know while flying – data, instruments, systems, avionics functions, maps, and weather – is in view and at their fingertips.”
If the Learjet 70 sounds like the right jet for your next flight, please contact us. We’d love to talk to you about your trip and provide you with a complimentary flight quote.
All flights arranged by Private Business Jets, LLC DBA FlyPrivate are operated by Part 135 Certified Air Carriers. FlyPrivate will act as your agent for the purpose of obtaining charter service.
