The Together Teammate: Build Strong Systems, Make the Work Manageable, and Stay Organized Behind the Scenes

By Maia Heyck-Merlin and Heidi Gross

Strengthen and enhance your school support staff

Are you a supporting team member who is tasked with both planning ahead and answering the phone every time it rings? In The Together Teammate, The Together Group Founder and CEO Maia Heyck-Merlin delivers a step-by-step action plan for school and nonprofit behind-the-scenes team members who keep things running smoothly! With clear advice, samples from operations and support roles, reflection questions and modifiable templates, this book will help teammates to strengthen their systems and keep all the trains running on time!

Readers will also find:

• Strategies for refining their organizational and time management systems in order to best support the missions of their organizations
• Techniques for planning ahead and prioritizing accordingly
• Ways to juggle multiple proactive projects and maintain strong customer service

A comprehensive and practical guide for anyone who works behind-the-scenes in a mission-driven environment, such as nonprofits, schools, and foundations, The Together Teammate will also prove invaluable for project managers, IT associates, office managers, finance coordinators, executive assistants, chiefs of staff, and anyone who has both proactive and responsive aspects to their roles.

• Language: English
• Publisher: Wiley
• Release date: Aug 15, 2023
• ISBN: 9781119698852

Book preview

Praise for The Together Teammate

Master the art of productivity with Maia's book, which teaches the best practices of organizing your work and achieving maximum efficiency. Whether you're a seasoned pro or just starting out in your career, this book is the ultimate guide to optimizing your workflow and achieving success.

–Christopher Hines, Chief Operating Officer, Crescent City Schools

"Finally, a book about being ‘Together’ for all members of my team! This is a book that helps anyone operate effectively as an individual and as a part of a greater team!"

–Jenny Tan, Chief of Schools, KIPP Northern California

As a Together Leader, I completed this book review timely and on my own terms, all while managing multiple personal and professional priorities and getting plenty of sleep. This could be you! Maia Heyck‐Merlin has delivered another great guide to support teammates in high‐performing organizations of all sizes.

–Cate Swinburn, Co‐Founder, President, and CEO, YouthForce NOLA

"Maia has done it again! Through powerful tools, practical tips, and personal wisdom accumulated through a career as an educator and nonprofit leader, Maia demystifies the ‘magic’ behind getting things done. The Together Teammate fills the void in speaking to the unique challenges and pressures experienced by those in the vast workplace middle – not yet leading organizations, but nonetheless doing significant and complex work. This book is a must‐read for any team member looking to increase their effectiveness, conquer the chaos, and experience the awesome feeling of Togetherness."

–Dr. Michael Cormack, Deputy Superintendent, Jackson Public Schools

"Maia and her team have been helping people in operational support roles for almost 20 years to be more Together and thoughtful in their day‐to‐day operations. This book takes what I learned in The Together Leader and helps me apply my Together Tools in a whole new way not only to my professional world, but in my personal life as well. The Together Teammate provides vital and life‐changing support to anyone juggling multiple priorities, tasks, and audiences."

–Fortunata Blecharczyk, Operations Manager

"The Together Teammate will benefit any public service professional who must decide how to use their limited time to make the most impact. I was able to implement Maia's tools immediately to become a more efficient professional and leader."

–Daniel Heller, Independent Education Consultant

THE TOGETHER TEAMMATE

Build Strong Systems, Make the Work Manageable, and Stay Organized Behind the Scenes

Maia Heyck-Merlin

with Heidi Gross

Logo: Wiley

Copyright © 2023 by Maia Heyck‐Merlin. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

ISBNs: 9781119698869 (Paperback), 9781119698838 (ePDF), 9781119698852 (ePub)

Except as expressly noted below, no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per‐copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750‐8400, fax (978) 750‐4470, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748‐6011, fax (201) 748‐6008, or online at www.wiley.com/go/permission.

Certain pages from this book (except those for which reprint permission must be obtained from the primary sources) are designed for educational/training purposes and may be reproduced. These pages are designated by the appearance of copyright notices at the foot of the page. This free permission is restricted to limited customization of these materials for your organization and the paper reproduction of the materials for educational/training events. It does not allow for systematic or large‐scale reproduction, distribution (more than 100 copies per page, per year), transmission, electronic reproduction or inclusion in any publications offered for sale or used for commercial purposes—none of which may be done without prior written permission of the Publisher.

Trademarks: Wiley and the Wiley logo are trademarks or registered trademarks of John Wiley & Sons, Inc. and/or its affiliates in the United States and other countries and may not be used without written permission. All other trademarks are the property of their respective owners. John Wiley & Sons, Inc. is not associated with any product or vendor mentioned in this book.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages. Further, readers should be aware that websites listed in this work may have changed or disappeared between when this work was written and when it is read.

For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762‐2974, outside the United States at (317) 572‐3993 or fax (317) 572‐4002.

Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic formats. For more information about Wiley products, visit our website at www.wiley.com.

Cover Art: © Getty Images l Bubaone

Cover design: Paul McCarthy

Interior illustration design: Kendra Rowe Salas

To Kendra Rowe Salas, cheers to ten years, and because you are the epitome of Togetherness to me and so many others.

SECTION 1

Take Stock: Know Your Role and Set Your Priorities

CHAPTER 1

Introduction – The Who, What, and Why of Togetherness for Teammates

Welcome to the Together Universe, my friends! I'm so glad you're here, and I'm excited for our journey into the world of Togetherness. Perhaps you picked up this book because you're searching for solutions so that you can move away from having to put out fires all day. Or maybe you're seeking boundaries and balance. Or you're brand new in your role and want to start out with some clear structure and intention. Or you've been in your position for a long time and things are generally going just fine, but you are looking for a good old‐fashioned Together Tune‐up.

What is The Together Teammate, you may wonder. Well, after I wrote The Together Teacher and then The Together Leader, I kept seeing individuals show up in my classes who were not teachers or leaders. They also didn't necessarily work in schools; they were from nonprofits, social‐justice–focused organizations, and even … corporate settings. Or they were leaders but had less autonomy and more reactive jobs than some other folks. These people, you all, kept appearing in my classes and the tenor of your challenges was similar to leaders and teachers, but also unique. Here are a few things I heard about what your days contain:

The incessant email/voice message/Slack/Teams notifications for the laptop help desk

The constant interruption of a school entrance buzzer all day long

The tracking of scheduling preferences for a manager who changes their mind constantly

The copier that broke right before a board meeting and the materials need to go out now

The hiring manager who wants you to set up candidate interviews first thing tomorrow

The vendor for the holiday party that simply won't get back to you

The manager who calls you for an urgent data report right at this minute

And yet, while you (dear reader) were carefully playing whack‐a‐mole with the unexpected, the constant deluge, and the busy – all likely with a smile and careful customer service orientation – some other more long‐term, perhaps more strategic, more systems‐level work was getting pushed to the bottom of the list. And then you are in full‐on task mode, which leads to more full‐on task mode, which can result in the same patterns over and over. And that is just today. And so, here, I hope, is a text that will help you manage and juggle all of the above. But first, what is this Togetherness of which I speak?

WHAT IS TOGETHERNESS, ANYWAY?

Ahh, it's a familiar question: Is this just another book about how to be organized? Well, no, not exactly. Organization might be part of it, but I believe it's a little more than that. To me, Togetherness evokes a feeling. See if you can picture it. I'm sure you've heard the phrase She/he just has their ____ together. That's the feeling we in the Together‐verse are going for, specifically:

You have a sense of everything on your plate, even if you don't complete it all today.

You can communicate your priorities consistently, naming trade‐offs if necessary, and your work reflects these priorities.

You follow up on all items, both big and small, that are important to others.

You plan ahead thoughtfully, allowing buffer time for emergencies.

You block time for your most important priorities, but leave room for emergencies.

You are considered reliably responsive, but not immediately playing whack‐a‐mole to everything.

You create boundaries, if you choose, between work and life, and you honor those boundaries through careful communication.

All of these things combined equal what we call Togetherness. You may have your own definition, or things you would add or take away. But my headline is that I don't equate Togetherness with perfection. Instead, my focus is on intentionality, results, and impact. What I mean by this is it is possible to appear to be completely Together and not actually accomplish the things that matter. To create gorgeous deliverables that may look good, but not be user‐friendly enough to get to the outcomes needed. Or to get things done without actively applying your own critical thinking lens to how these tasks serve the ultimate goal. To me, color‐coding and formatting in a Google Sheet can be helpful strategies to get the work done well, but are never the end goal. I focus on prioritization, relationships, and making time for what matters most – which is entirely up to you, the reader, to define for yourself.

Reader_Reflection_icon Reader Reflection: What would Togetherness look like in your role? As we embark on this Togetherness Journey together, I do want you to keep a few things in mind:

Togetherness is a journey, not a destination. There will not be a mountaintop moment where all of a sudden you magically hit Inbox Zero, every project is wrapped up neatly, and projects are delegated perfectly. I think of Togetherness as a set of small tweaks meant to make your work lives more effective and efficient – and, dare I say, joyful?!

Everything in this book is an offering. It's a buffet of Togetherness, if you will. This book is not must‐read‐then‐implement‐and‐utilize‐every‐single‐tool. Nope, not my thing, and shouldn't be yours either. Consider this a buffet – take a little of this, try a lot of that, reject all of that. Not everything is meant to work with all people in all contexts. Put Together your own Togetherness plate.

I assume you already have aspects of Togetherness in place. Well, of course you do. You are functioning adults with jobs and personal responsibilities and more. If you have Togetherness practices that work, then by all means keep them. Use this book to enhance around the edges, pick up a few tips, and test out a few things.

FAQ_icon FAQ: Does this text focus on work‐life balance as well? To the extent you are interested in going there, I do focus on balance. Over the years my classes have naturally included some attention to your personal lives, including ensuring time for rest, leisure, family, and friends. We are each one human, with one calendar, and one life. Getting more Together at work will automatically reap benefits for the personal side of things. No more being awakened by your Anxiety Brain (coined by a member of the Together Team) in the middle of the night, finding yourself fumbling for a sticky note or your phone, or asking yourself if you actually sent that email or just composed it in your brain? All of those thoughts rattling around will eventually have a negative impact on your home life, whether that takes the form of distraction, irritation, or plain old exhaustion. My sincere hope is that, if your systems at work are written down and reviewed regularly, you will trust that your Together System has caught everything – thus freeing your mind to enjoy time away from work. That said, if you choose to read this book through a purely professional lens, we welcome that, and you will still find it effective.

WHY THIS BOOK MATTERS TO ME

Many people know me as Maia (Papaya), MHM, or simply That Together Lady. Seriously, the last one is what someone once called me on a plane when they recognized me!? Since 2012, I have released two titles, The Together Teacher and The Together Leader, and two micro books, The Together Project Manager and The Together Work‐From‐Home Teacher. Since 2005, my small‐but‐mighty team and I have conducted hundreds of trainings for schools, districts, and nonprofit organizations. I spend as much time in the field as possible, listening to and learning from people whose work usually involves important mission‐driven outcomes, a heavy social justice component, and somewhat unpredictable environments. Combine that with passionate people trying to make the world a better place, and we have an occasional recipe for overwork and burnout. In almost every single training, I have a group of people who work, often behind‐the‐scenes, to make education and mission‐driven entities function at a high level – people like human resource managers, district IT support, cafeteria managers, special education coordinators, executive assistants to CEOs, charter network recruiters, data managers, and so on. And I have a special place in my heart for these folks, the teammates.

I've always loved behind‐the‐scenes work – and making large ideas and events come to fruition through careful planning. I literally picked my college because, when I visited at age 16, I observed a massive joyful campus event (called Kids’ Day at Tufts University) and thought, I would like to run that community event one day. I was attracted to the moving pieces, the gathering of people, and the ultimate goal of welcoming the community onto a campus. And lo and behold – as a sophomore, I was elected to lead Kids’ Day for the University. And while my career continued into direct service – as a teacher, as the leader of an intense summer teacher training experience, as an executive within an education organization, as a staff trainer, and then in my work directly with schools – I've always been the person who has asked the questions around "How will we make this work?" Add in over five years of working on the operations side of schools and two decades of training people who work behind the scenes – from every single school secretary for Madison Public Schools to the assistants at YES Prep in Texas to all operations team members and staff for FIRST Inspires in New Hampshire – so at this point I have some unique insight into the skills, motivations, stressors, and success factors in these demanding roles. Seeing all of these dynamics at work has made me very excited to write a book specifically for those of you in support roles, and here you have it: The Together Teammate – the third title in what will now be a Together Trilogy.

What I am utterly convinced of is that this behind‐the‐scenes work or trains running on time, or however you define keeping the mechanics, operations, and logistics smooth is essential to making missions possible (Tom Cruise jokes aside). Without your detailed thinking, careful planning, strategic flexibility, and problem solving on the fly, the ultimate mission (for whomever your organization serves) is simply not possible. Maybe you are already there (and if so, congrats!), but imagine how fulfilling your work would be if:

You roll out new software in your organization with a detailed training plan – and everyone follows the plan! The new software is up and running and making the organization's work more efficient.

The school talent show runs flawlessly because you created a minute‐by‐minute plan so everyone knew where to be when. The students are so proud, and the parents so impressed!

You distribute technology to every single staff member – and at the end of the year everything comes back! What a budget save!

The board retreat has agendas distributed in advance, airtight audio, and a lunch menu that is appealing to all people. Now the board can make effective decisions to push the organization ahead.

The hiring fair has a rotating cast of teammates all taking turns all day, gorgeous recruitment materials in hand, and the candidates are followed up with within 24 hours. What a win for hiring the right people!

You get the picture. You matter, your work matters, and I am passionate about helping you excel in this important work.

WHO, SPECIFICALLY, THIS BOOK IS FOR

I'll be honest. I grappled with this question of audience for years in the lead‐up to this book, and even a bit while writing it. But after conducting dozens of interviews, this book emerged to fill the gap for roles such as:

Nonprofit support staff, such as chiefs of staff, information technology associates, human resources professionals, finance analysts, marketing team members, project managers, recruiters, and other people in what are commonly known as functional areas

School office staff, such as attendance clerks, secretaries, and assistants

School professional staff, such as data analysts, budget managers, operations assistants, operations directors, and operations managers

School district or education agency noneducation professionals, such as executive assistants, budget analysts, communications staff, finance assistants, grants and compliance teams, and so on

While the aforementioned groups are the focus of this book, I have seen my work easily fit into for‐profit companies as well, so if you work for one of those, welcome. I'm glad you are here.

You may glance at the previous list, and think, What do these people have in common and how does one book serve all of their Togetherness needs? Well, the themes I've seen in Together Teammate roles are:

You likely have a set of tasks that is proactive and predictable.

You may also have a set of tasks that is reactive and customer‐service focused – and not always predictable.

You may directly interact with students, clients, or other stakeholders – or may be fully behind the scenes.

You likely find yourself fielding last‐minute requests or dealing with crises (hopefully this isn't a daily occurrence!).

You may have mostly self‐directed work or may spend your days responding to colleagues’ requests.

You sometimes do not manage others, but often need to influence your peers and managers.

You ensure high levels of collaboration with other people to push projects ahead.

Perhaps most challengingly, you balance a set of proactive, strategic projects while also dealing with reactive customer service work.

If any of these describes your work world, welcome to the world of Togetherness.

FAQ_icon FAQ: Can I read this book if I am in operations, but I also manage others? Yes, absolutely. You may think about it for your own work, or skip ahead to Section 3 around mindsets and processes, especially if your Together Tools are already in place. Additionally, I have ended many chapters with what I call Manager Moments for anyone who wants to think about how they may want to use these tools and concepts as a leader of teammates.

WHY TOGETHERNESS MATTERS BEHIND THE SCENES

I certainly understand the temptation you may have to say, "Why on earth should I bother even trying to get Together? Have you seen how my day blows up? I am quite literally cleaning up after people all day long." And yet … Your Togetherness matters deeply, and over the past two decades, I've had the privilege of working with people in behind‐the‐scenes roles in nonprofits, schools, school districts, and occasionally large corporate settings. It is clear just how much you are juggling, and why getting and staying Together are mission‐critical. These quotes from my Together course participants tell some of that story.

Togetherness matters to my specific role because I am responsible for ensuring that both schools run as efficiently as possible, which means that critical tasks from bus assignments to accounts payable need to be completed on a daily basis.

My team members and principals depend on me to prioritize for the team, get things done, and follow through on commitments. Togetherness is keeping the ball rolling and strategically prioritizing projects for my team.

I have to organize all students’ special education paperwork and coordinate deadlines. I also have to balance this with managing, coaching, and evaluating five people. Togetherness matters so that I maximize the time I am at work and still have time at home to do the things I love and keep me balanced.

Togetherness in my role matters because having all the records and information is vital to our schools getting the proper funding and the mobility of our students.

I get constant interruptions from staff and families. That said, they are the priority and making sure their needs are met is of utmost importance. From needing a paper clip to a family emergency, it is important to that individual. The balance between taking care of staff and families and, say, entering payroll is the tricky part!

I'm sure these quotes resonate with you, and that is why you selected this book. I hope you saw the themes such as vital, maximize, balance, prioritize, and follow‐through. It should be clear by now that I believe your roles as Together Teammates are unique! Through your careful attention to details, specific tasks, and behind‐the‐scenes concerns, you are ultimately supporters of a larger goal – whether that is achieving a certain mission or making greater impact in a certain area – or both. My favorite way of understanding the importance of your roles is this quote from a former colleague: Smooth operations are like air. They are expected, and no one notices. But when operations are bumpy, it is a crisis – and everyone notices. To me, this speaks to the vital nature of your roles, the essential value of your work, and how necessary it is to enable the work to run smoothly.

I know your jobs are both demanding and rewarding, and my hope is that this text helps you find a way to be structured, yet spontaneous. Planned, yet flexible. Have the work be meaningful, yet manageable. Able to forecast events, but also focused in the moment. My wish is that this book unleashes your potential, gives you permission to plan, and helps you feel the value you add to your organization or team.

Reader_Reflection_icon Reader Reflection: Why does Togetherness matter in your role? Why did you pick up this book?

Now that you have jotted a few notes on why Togetherness matters, let's chat about what I call Together Try‐Its. These are some particular habits I have observed the most Together Teammates exhibit and practice on a daily basis.

TOGETHER TRY‐ITS

As I interviewed, shadowed, and reviewed samples from dozens of Together Teammates over the course of two years, a few habits kept bubbling to the surface. Whether these individuals were in nonprofit roles, school‐based roles, or other supporting roles, the practices they exhibited throughout their workdays were similar. I call these Together Try‐Its. In some cases, I have written entire chapters about them, and in all cases, I have woven them in throughout the text. Let's review these Try‐Its together and define them. As you read them, consider how you do or could exhibit these in your work.

Pause to Plan. While this Together Try‐It is not limited to teammates, it is so important that I want to call it out. Take time at consistent intervals to pause and plan for the coming days, weeks, and months. Set an agenda and outcomes for this time, and recognize it as integral to your work.

Pivot Powerfully. Discern when a pivot is needed and when it isn't. When a pivot is needed, waste no time in reworking your plan for the day, keeping the correct priorities at the forefront.

Close the Loops. Track tasks through the process until completely resolved. You should be tracking every item you toss out into the world and pushing it ahead until it is complete and tied neatly in a bow.

Own the Outcome, Not the Task. In many cases, you may be assigned a particular task, and it can be very easy to just complete the task and cross it off the list. Consider your work complete only when the desired outcome is accomplished, rather than the To‐Do checked off.

Show Your Work. Communicate consistently about your projects and tasks, preemptively answer questions, and provide information at the time people need it. Be prepared to show behind‐the‐scenes steps, if required.

Forecast Forward Frequently. Be the person who is looking ahead on the calendar, identifying potential collisions, and backwards mapping for the team.

Be the Bird's‐eye. Often you will be the only person who sees the full picture of a project or task, and you can play a role in helping others see how all the pieces fit together.

Spot the Need for Systems. As you see patterns of one‐off requests and tasks, constantly consider the value of a system to solve the challenge – and then propose that system. Anything you can do to automate processes, make tasks predictable, and reduce decision‐making fatigue will be deeply appreciated.

Stand in the Shoes of Others. As you create documents and design plans, place yourself in the shoes of the end user. Picture others working through your directions and information and do your best to set them up to be successful.

Clear the Cobwebs. You may have projects or tasks that are a bit … shall we say, murky? Your job as a Together Teammate is to synthesize information, get rid of the static, and ultimately help get situations to clarity. Break it into manageable pieces, discern key questions, and push those questions to get answered. Practice helping others do this with their work, too.

Keep it One‐Click. When providing information to others, consider how you can convey the information with the clearest context, the maximum information, and the decision point or key details at someone's fingertips.

Get Recommendation Ready. You may think you are just here to execute what others dictate or delegate, but my hope is that you play a role in research and recommendations of the best possible outcomes for any upcoming decision. Instead of just saying, What should we do for team holiday gifts? align on parameters, generate options, and put forth a recommendation.

I know some of the Together Try‐Its may feel impossible or not welcomed, and that is why I call them Try‐Its! It is possible that some of them may not work in your organization, and that is fine. Consider them practices to experiment with and have in your Together Toolkit.

Reader_Reflection_icon Reader Reflection: Which of these Together Try‐Its feel familiar or easy? Which feel like they might be harder to try?

Now that I've painted a picture of what habits a successful Together Teammate demonstrates, let's see how this book is organized to help you reach your peak Togetherness.

HOW THIS BOOK IS ARRANGED

This book is arranged in three main sections, and I generally recommend reading the text in order, though by all means, if certain chapters or sections jump out to you, start there! Within each of the sections, you will encounter some practical interludes to put the ideas into practice.

Section 1: Take Stock: Know Your Role and Set Your Priorities. The first section of the book focuses on making sure your role is clear to you and others. Then I work to help you establish clear goals and priorities to guide your time and work. Lastly, we focus on the Year‐at‐a‐Glance to gain hold on the tasks and patterns throughout the year – something I promise you'll find useful even if you have been doing your job for a long time.

Together Teammate Self Assessment. Before you dive right in to building a bunch of Together Tools, I want you to pause, use my Self‐Assessment to figure out your existing strengths, and identify a few areas for growth. This will also help direct your reading throughout this book.

Section 2: Get Yourself Together: Create Your Together Tools. The second section of the book focuses on what I call the Together Tools, the components of which will help you capture incoming work and then prioritize and plan on a daily and weekly basis. I will share examples of longer‐term lists, methods for handling the daily deluge, and effective ways to manage projects. Woven throughout this section is an exploration of a variety of tools – with both paper and digital options – for you to determine what suits