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English to Portuguese: Flat organizations and self management for Executive Assistants General field: Bus/Financial Detailed field: Management
Source text - English Flat organizations and self management for Executive Assistants
Following in the footsteps of companies like Google and Netflix, flat organizations focus on a structure that opposes vertical management, encouraging collaboration and division of responsibility among all, making employees more autonomous and everybody has a sense of ownership, which makes them analyze every day what is the impact of their tasks on the company's results. In the words of Elon Musk: freedom with responsibility.
In this model, we have the advantages of agile management, focus on people (resulting in greater motivation and productivity) and innovation. The boss is replaced by the leader, and decision-making includes several professionals.
In flat organizations, all areas of the company must be in synergy, with communication flowing freely within all departments, which generates great transparency in the business. One of the points of greatest disparity between the vertical and horizontal models is internal communication: managers share all information, and ideas flow freely throughout the company, making room for innovation and a great focus on people.
There is an emphasis on multiple competencies, promoting the development of people, the discovery of talents and multidisciplinarity. Thus, employees in a horizontal system have more freedom to move between areas and act in complex processes, as they acquire a broad view of the company. Fixed roles still exist, but they must master the art of delegating and giving up control, that we find in tall organizations structures.
In this context, the executive assistant must be an autonomous and self-managing professional, since they will also manage the executive, acting as a strategic business partner, anticipating their needs, understanding the entire core business of the company so that they can contribute with ideas in their executives daily routine, and even participate in projects in other areas of the company.
It is in this context that the executive assistant acts as a strategic business partner. Knowing in depth the company's core business, and especially the executive's work style, needs, personality and preferences, which will be obtained through 1: 1 meetings with strategic questions and constant communication between the assistant and the executive (priorities change and unforeseen events happen) to define priorities and goals in the executive's daily, weekly, monthly and even annual agenda, thus facilitating the process.
With all this information, the executive can trust their assistant in order to delegate total control of their agenda and define their daily routine, together, with their assistant, separating blocks of hours for each type of task of his daily routine, seeking to optimize the executive greatest asset - their time, which is the most expensive hour in the entire company, and should be directed mainly to strategic decisions and tasks, delegating the operational to the heads of each department, who must present their OKRs * and KPIs * through short meetings or systems like Trello, Slack or Perdoo to monitor projects.
Translation - Portuguese Gestão horizontal e auto gestão para assistentes executivos
Seguindo os passos de empresas como Google e Netflix, a gestão horizontal foca numa estrutura que contrapõe gestão vertical, incentivando a colaboração e divisão de responsabilidade entre todos, fazendo com que os colaboradores tenham mais autonomia e senso de dono, o que os leva a se perguntar todos os dias qual o impacto de suas tarefas no resultado da empresa. Nas palavras de Elon Musk: liberdade com responsabilidade.
Neste modelo temos como vantagens a gestão ágil, foco em pessoas (resultando maior motivação e produtividade) e inovação. O chefe é substituído pelo líder, e a tomada de decisão inclui diversos profissionais.
Com este modelo, todas as áreas da empresa devem estar em sinergia, com a comunicação fluindo livremente entre todos, o que gera grande transparência no negócio. Um dos pontos de maior disparidade entre os modelos vertical e horizontal é a comunicação interna: os gestores compartilham toda a informação e as ideias circulam livremente pela empresa, abrindo espaço para a inovação e grande foco em pessoas.
Na empresa horizontal, há ênfase na competência múltipla, promovendo o desenvolvimento de pessoas, descoberta de talentos e multidisciplinaridade. Assim, os colaboradores de um sistema horizontal têm mais liberdade para transitar entre áreas e atuar em processos complexos, pois adquirem uma visão ampla da empresa. Ainda assim, os cargos fixos continuam, e estes devem dominar a arte de delegar e abrir mão do controle, comum no modelo vertical.
Neste contexto, a secretária executiva do CEO deve ser um profissional autônomo e auto gerenciável, já que ele irá também gerenciar o CEO, atuando como um parceiro estratégico de negócios, antecipando suas necessidades, entendendo todo o core business da empresa para que possa contribuir com ideias no dia a dia do seu executivo e até mesmo participar de projetos em outras áreas da empresa.
É neste contexto que entra a secretária executiva como parceiro estratégico de negócios. Conhecendo a fundo o core business da empresa, e principalmente o estilo de trabalho, necessidades, personalidade e preferências do executivo, que será obtido através de reuniões 1:1 com perguntas estratégicas e constante comunicação da secretária com o executivo (prioridades mudam e imprevistos acontecem) para definição de prioridades e metas na agenda diária, semanal, mensal e até mesmo anual do executivo, facilitando assim o processo.
Estando munida de todas estas informações, o executivo poderá ter a confiança para delegar o controle total de sua agenda e definir sua rotina diária junto de sua secretária separando blocos de horários para cada tipo de tarefa do CEO no seu dia a dia, buscando otimizar ao máximo o maior ativo do CEO – tempo, que é a hora mais cara de toda a empresa e deve ser direcionado principalmente para decisões e tarefas estratégicas, delegando o operacional para os heads de cada departamento, que devem apresentar seus OKRs* e KPIs* seja através de reuniões curtas ou sistemas como Trello, Slack ou Perdoo para acompanhamento de projetos.
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Translation education
Bachelor's degree - Universidade Veiga de Almeida
Experience
Years of experience: 18. Registered at ProZ.com: Mar 2021.
English (Cambridge University (ESOL Examinations)) Portuguese (Universidade Veiga de Almeida, verified) English (ECPE (Michigan university), verified) English to Portuguese (ECPE (Michigan University)) Portuguese to English (ECPE (Michigan University))
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Bio
Works with translation, transcription, revision, subtitling and as an English teacher for over 15 years. Brazilian Portuguese native speaker and Fluent in English (ECPE - Michigan University).
Bachelor degree in Applied linguistics (Portuguese and English) and post graduated in Translation (English - Brazilian Portuguese).
Being a teacher for more than 15 years, today she is a Trainer and Speaker and teaches Business English online and in companies and is the author of the book "Learning to learn English".
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