Downsides from life at the top

There are definite downsides when you're in the No1 position, at the very top of the corporate tree. According to a recent survey of 1,000 chief executives, company directors and senior managers the most likely cause of stress is:-

The stress resulting from these - particularly when combining office politics and loneliness - can be immense for those at the top and this can, of course, impact on the support staff working closely with them, as many of you will probably testify.

Undoubtedly, you'll have seen people trying to edge into the boss's diary, find out more than they should know; you've had to be the gatekeeper and handle difficult people who've felt they've a right to the boss's inner sanctum. You may have heard people whinge outwardly and without thought for who's within ear shot, especially if the organisation is undergoing dramatic changes. And daily in our headlines, we see more and more cases of the compensation culture going crazy. Add to this the expectations of strong results (board, shareholders, the City) and you can see why the view from the top 'ain't all its cracked up to be'.

Take this issue of loneliness. Why would a boss at the top feel lonely?

An amazing number say that it's because they have no-one to talk to. You can't confide in those who report to you, or those above you because it will look as though you can't do the job. And if you're right in the middle of a dramatic organisation transformation, it can be hard to keep a sense of perspective. In short, what many people at the top crave more than anything is an independent sounding board, someone they can bounce ideas off, and who will listen to them while they mull things over in their minds.

So how can you, as PA, help your boss handle his or her responsibility at the top? Here are five hot tips to help you:

1. Make sure your boss has enough time to spend on things which are important. Have you allocated plenty of time for him to prepare for the important things in his role, so they won't be rushed? Has he got space allocated in his calendar so that he can think things through and take the actions he needs to ensure that the organisation's vision (and his own) is met?



2. If your boss has a geographic reach in terms of the staff he is responsible for, how often does he pay a visit to the regions further away to make sure that all is well? You can't beat a personal visit for raising morale, and finding out what's going on. Communication skills featured highly as important in great leaders. Are there any new ways your boss can increase the way he communicates with his staff, especially in times of rapid change, without causing him a lot of extra work?



3. Consider how your boss works best. Does he do his best thinking time first thing, or is that reserved for later in the day? Try to plan his calendar accordingly, so that you're maximising his preferred energy and working patterns. Understand your boss's mood swings and react accordingly. Remember, you can choose how you react. Know when to keep quiet. Know how your boss likes to work and fit in with his style. If he's stressed, step back and remember that his actions aren't made personally to you: they are his response to a given situation he is in. That said, if your boss's behaviour is making your life unbearable, take action yourself.



4. Be a good listener. Offer to act as a sounding board before he presents new ideas to staff; give feedback on prospective changes, presenting technique and style. Let him work off steam by sounding off to you in the privacy of his office. Be honest with your boss in giving feedback, whether it's about a presentation he's writing, or a new image he wants to portray.



5. Treat everybody absolutely fairly, as you would like to be treated. It's a tough world out there, but let people talk, give them valuable listening time so that they feel they've had a voice. But take a step back from being overly sympathetic so that you distance yourself from the whingers. They drain your time, energy and focus.

Finally, what can you learn from this survey if you want to work your way right up to the very top? The survey asked for participants views on leadership, and whether an individual could learn the skills required to become a 'great leader'. The good news was that 59% thought that yes, individuals could. And who was the British leader they admired most? Sir Richard Branson ranked top, followed by Sir Terry Leady (Tesco) and Dame Anita Roddick (The Body Shop).