But really, it doesn't matter whether the trips are overnighters, road-shows, international or domestic, the same amount of attention to detail in co-ordinating and recording the schedule is required.

So I thought I would talk about working through some of the processes involved in planning and delivering a smooth experience for both you and your executive

Never Assume!
I guess if our job family had a "golden rule" it might be "Never Assume". Don't rely on someone else taking care of the details for you, whether you're planning travel or a meeting. You need to make sure you have thought of and covered off the smallest and largest detail and either confirmed it yourself, or confirmed it with someone else who you know will follow through for you.

Compile a "Master" Itinerary
One of the first things I do, is create a MASTER itinerary from scratch: it's my check list as I work. I collate all the various pieces of information, including airline data, contact telephone numbers, names and addresses, drivers details etc into this one reference source.

Train your Executive to rely on YOUR master schedule (after all, you've checked it and it's absolutely accurate - right?!). It avoids them having to flick through numerous sheets of paper for information.

Make sure your Master is clear, accurate and concise. Don't confuse your Exec with unnecessary volumes of detail or thousands of bits of useless information. Reference any attachments where appropriate ie briefing notes, speech notes. Include booking reference numbers, phone numbers.

I try to think about "if I was going to that meeting, what information would I need to get me there? What if I couldn't find the person I was looking for?" I would want the building name, the floor number and the person's telephone number. Easy - provide that information in the itinerary.

Do it in Writing: It's your Confirmation
Make meeting and booking requests by email or fax. It's confirmation for both you and the service provider of the exact detail and avoids "assumptions" or "I didn't know". This includes flights and hotels; drivers and invitations or meeting requests.

Briefing Notes
Be clear about the materials your Exec requires: do they want briefing notes on the company and existing relationship if any? Biographies of external attendees are very helpful and you can usually source these from the web. For lunches or dinners guest lists and a seating plan are also helpful and appreciated.

When you are sourcing briefing information, be consistent about what you ask for. Design a briefing note template which you can email with your request, to your teams to complete. Make sure you specify the date by which you require briefing materials - I usually make the deadline midday 3 days prior to the date of travel. This gives your Exec time to pre-read and make any comment or ask any questions. Ask the team preparing briefing notes to include any "hot issues" or topics that could arise in the meeting.

Be Responsible for Making Sure
Don't "assume" someone else has taken care of your arrangements

• Carefully check paper tickets against your itinerary
• check flight times and upgrades
• check the hotel booking and check your Exec has the preferred style of room
• clarify with the driver exactly where he will greet your Exec

Don't assume "it'll be right". One day, it won't!

International Etiquette & Protocol

• Be certain about Visa requirements. Is your Executive going to need one? If so, how long will it take to process?
• Check whether gifts are required - in some countries, they are.
• Brief your Exec on custom for presentation of gifts
• Be aware of customary behaviours which would be offensive if neglected

Time Zones & Climate
Include a hard copy of relevant time zones or create a desktop link to a time zone site - there are great time zone planning tools available on the internet. Keep a chart at your desk and know what time of the day your Exec is likely to call Let your Exec know what climate to pack for ! A small amount of local currency is also appreciated.

Road Shows: when your Exec's Schedule is Co-ordinated Elsewhere
If you don't have control of co-ordinating the itinerary (ie. Investor Relations roadshows are usually co-ordinated externally) agree well in advance, exactly who takes responsibility for what:

• You should take charge of flights, drivers, accommodation. If this is not possible, make sure you re-check the final arrangements
• The co-ordinator should manage meeting arrangements (check off the details supplied against your final itinerary - sometimes they mysteriously change)
• Be clear and firm about your Exec's preferences well in advance. Specify:
  • Times of first and last meeting of the day
  • Breaks between meetings
  • How many meetings in a day?
  • What are your Exec's preferences for attending lunch AND dinner?
• Try to buffer where possible - prevent your Exec suffering total exhaustion

Looking after your Executive, the Company and the Client
Executive:

• Try to avoid more than 1 city in a day
• Flights should be no later than 5.30pm, allowing your Exec enough time to arrive at the hotel, eat, catch up on paper work and get some decent rest
• The first meeting of the day should be no earlier than a breakfast meeting 7.30am
• Try to buffer between meetings where possible and give your Exec a break
• Don't schedule client dinners every night - allow a night of rest
• Avoid time wasters: Be crystal clear the meetings proposed are in fact relevant. If you are unsure, run through them with your Exec
• Specify that meetings are 30 or 45 minutes instead of an hour. The message gets delivered a little quicker !
• Allow enough transit time between meetings
• Organise with hotels and airlines the little extras that make your Exec's stay more comfortable ie. gym facilities; dietary preferences; pillows

Company:
The accuracy of your arrangements and itinerary are crucial. The Company looks unprofessional when it's Executives arrive late, on the wrong day or at the wrong venue !

Clients:
Give clients enough access to your Exec but make sure the meeting will be relevant. Decline inappropriate meeting or function requests politely (and in writing)

Communicating:

Communicating with Email:
Not all Executives have moved into the Technology age with ease. Some prefer not to access their own email which creates a whole new set of challenges for you. However, if your Exec does log in, try to establish:

• how much control of incoming email does your Exec want? Are they happy for you to have total control?
• Avoid huge downloads of unnecessary mail before Exec logs in on a hotel line:
  • Scan regularly for 'junk' mail and delete
  • Open everything and try to ensure large attachments are only sent through if absolutely essential
  • Action as many messages/requests as you can
• Your Exec is 'unlikely' to have print access - don't email updates of material if hardcopy is required - fax them (ie Itinerary)

Communicating without Email:
If email is not an option, request a fax machine be installed in your Exec's hotel room. Re-check the allocated number before they check-in and ALWAYS TEST the number before transmitting (don't assume the number given to you by the desk necessarily corresponds to the machine in the room!). Send through a TEST page and ask your Exec to confirm receipt. Once this has occurred you can happily fax away.

It's good practice to sequentially number each fax and the pages ie 1:20 (fax number 1, with 20 pages). When your Exec returns with a pile of jumbled pages, you can easily sort them back in order.

It is also a good idea to keep aside the pages to which you need quick response so you can discuss when your Exec calls.

If your Exec will be accessing a remote office, let your 'Friend' know the fax is coming - ask for confirmation of delivery.

You can also fax through to most airport lounges. However, call in advance to recheck the number and notify the desk the fax is coming and how many long it is.

Anticipate:
'Anticipation' would have to be one of the most fundamental skills a PA/EA needs to utilise. It is essential that you know what's about to happen and get yourself into that headspace. Anticipating means you can predict and prevent or fix problems, before your Exec is inconvenienced.

For example, if your Exec is speaking or presenting at an external function, you need to know:

• the order of events
• can the driver drop off / pick up easily?
• on arrival, who is the contact and what's their mobile number; where will they greet your Exec on arrival?
• what time will other guests arrive?
• what time does your Exec get on and off stage?
• who else will be there?

2.00 AM stranded at an airport - no driver; no hotel booking your Exec DOESN'T CARE WHOSE FAULT IT IS - you're the one on the other end of the line IT'S YOUR FAULT!

Continue to Manage the Office:

Down Time:
It's important you use the 'down time' to recharge your batteries ie. catch up on your paperwork and schedule that dentist appointment ! Come in late, have lunch with the girls and leave early !

However you also need to structure your hours around your Exec's travelling time zones. Be aware of when they are likely to want to call you and be available.

You need to stay Alert and Connected: after all, you are 'Base Camp'

It's also good practice to update your Exec AND your office buddies of your intended absences. If necessary, divert your phones and check your emails.

Diary Management:

Clear your Exec's diary the day before departure. Keep the day as free as possible to give them plenty of time to catch up on last minute and important issues. Also, try to ensure nothing goes into the diary on the morning of return (or the day if possible).

Heavily prioritise the order of meetings that do go in following a big trip (ie. no regular catch ups or committee meetings etc).

Try to prioritise the in-tray and paperwork. Only send home the top priority stuff - urgent at top of pile; less urgent prioritise for Monday HOT TIPS!

• NEVER ASSUME someone else has done it for you!
• Confirm your arrangements in writing
• Compile one itinerary which includes ALL the information and recheck the smallest details
• Make 'Friends'
• Operate two steps ahead. Always
• Have a contingency plan
• Be accountable
• Use the downtime to recharge up; but stay alert and connected