When I teach courses for administrative professionals, I suggest they consider three affirmations:

1. My work is important for the organization that I serve.
2. It is important that I have the conditions to do my work effectively.
3. I can create or possibly negotiate the conditions to do my work effectively.

People easily accept the first two affirmations. Just imagine the panic among meeting participants if a support staff member were absent, and you’ll have no doubt that your work is important.  And, of course, who would argue against having optimal working conditions?

It is the third affirmation that causes people some angst and uncertainty.  Speaking up and requesting what you need raises fear that you might offend people and could become a `career limiting move.’  It seems safer to suffer quietly and perform as best as you can, despite a dysfunctional environment.

To get beyond this fear, consider the fact that this is not about you personally, but about the organization that you serve.  The organization needs good meetings, so that time and money are well invested and so that quality decisions can be made.  It needs clear and concise minutes, so there are historical records of meetings, decisions, and follow-up items. 

If you function from the perspective that it is not about you, it becomes natural and logical to ask for what you (and your organization) need for optimal performance.

Further, if you consider that it’s not only about you, not only is it OK to speak up when things are not right, but it is also your duty to the organization to do so, and failing to speak up is being negligent in doing your job.  How is that for a different perspective?

So next time your group strays off the agenda and you’re hopelessly lost, think about the organization that you serve and you’ll find the courage to say: “Excuse me, I’m lost.  Where are we on the agenda?”  And next time your group is about to vote on a poorly phrased motion, think about the consequences for the organization as a whole, and don’t hesitate to ask them to put the motion in writing: so you can record it, so they know what they decided, and so the organization is not placed at risk.

Again: this is not only about you.  Think about it next time you feel hesitant, and then speak up and ask for what you need to perform to your best.  Alternatively, speak to the Chair outside a meeting and let him or her know what help you need.