Shining Star: Quinten Brown

Q: How do you keep your skills sharp and stay updated with new tools or trends in your field?

For me, this is where a growth mindset and my love of LinkedIn come together—like the Allegheny and Monongahela rivers forming the Ohio (shoutout to Pittsburgh!).

Thanks to an incredible network of administrative professionals and organizations dedicated to advancing our industry (big ups to Joan Burge and the Office Dynamics team), I stay plugged into the ever-evolving landscape of the field.

Whether it’s through engaging discussions, industry articles, or professional development opportunities, I make it a priority to keep learning, adapting, and sharpening my skills. 

Q: What has been the most challenging situation you’ve faced in your career, and how did you navigate through it?

Challenges come in all shapes and sizes throughout a career—or life in general. Some feel huge in the moment but end up being funny in hindsight, like getting your pants pocket caught on one of those folding lecture hall desks and ripping your pants from waist to knee (hypothetically speaking, of course…).

Others are far more difficult, like finding yourself in an unfulfilling job where your contributions go unappreciated. 

I wish I had a transformational, sitcom-style life lesson to share, but the truth is, you navigate tough times the best way you can—leaning on problem-solving, resilience, and maybe a little humor. You learn, you grow, and most importantly, you keep moving forward.

For me, the biggest challenge is always the next one, so I do my best to stay prepared. 

Q: How do you maintain resilience and focus during high-pressure situations or when unexpected issues arise?

The simple answer? I’m built for high-pressure situations—it’s literally why I am an EA!

The more nuanced, reality-based answer? Resilience comes from training, experience, and trusting your own instincts.

But let’s be real—no one keeps their cool 100% of the time. We all need trusted friends/colleagues who can talk us through tough moments and help us refocus on the task at hand.

One of the best lessons I’ve learned is to give myself grace—what my mentor calls a “30-second pity party.” Take a beat, feel the frustration, then get back in the game. Because, as Mike Tomlin famously says, “The standard is the standard.”

Big-time EAs rise in big-time moments! 

Q: What strategies have you used to build a strong, trusting partnership with your executive(s)?

This is an interesting question. In my experience, building a strong, trusting partnership with an executive requires a certain level of synergy—you have to work well together, but more importantly, you have to believe in each other. Trust is a two-way street. 

I wouldn’t necessarily call them strategies, but two core principles come to mind: accountability and authenticity. My executives know that if I make a mistake, I’ll own it and fix it—immediately. They also know they can count on me to do what’s best for the office and the institution as a whole. If this were an undergraduate degree, accountability would be my major, and authenticity would be my minor. 

At the end of the day, I can only be me—a self-proclaimed serious goofball! There’s a time for levity, a time to let your personality shine, and a time to lock in and get the job done. Or, as Danity Kane so eloquently sings, “When the red light comes on, I transform.”

To be the best EA possible and build the strongest partnership with your executive(s), you have to show up as your authentic self. 

Q: What are your best practices for managing communication between your executive and their stakeholders, both internal and external?

My approach to managing communication might differ from the traditional corporate interpretation. In academia, where I’ve spent my career, my executives are generally accessible, so my role isn’t about being a gatekeeper—it’s about being a bridge. 

I’m often looped into email threads with one primary goal: getting requests and questions over the finish line. Whether it’s answering a question, scheduling a meeting, or directing an inquiry to the right person, my focus is on keeping things moving efficiently.

Beyond logistics, I see communication management as expectation management—ensuring that stakeholders understand timelines, priorities, and next steps—and reputation management, making sure interactions are clear, professional, and aligned with my executive’s voice and values. 

Q: How do you prioritize your tasks when everything seems urgent and important?

Easy—one task at a time. Next question! 

But seriously, when everything seems urgent and important, a solid EA knows to ask the right questions. Not all “urgent” requests are created equal, and understanding where a request is coming from can provide an instant gauge of its true urgency. We all have that one department where “urgent” really does mean urgent. Likewise, there are certain meetings my executives return from with a fresh to-do list—those tasks naturally jump to the front of the queue. 

I remember Joan Burge saying that it’s not just appropriate but essential for an EA to ask clarifying questions in these situations. Everything starts as urgent—but what’s the real timeline? A task can be important without being immediate, just as something that wasn’t urgent can suddenly become a top priority. 

The key? Prioritize with intention, remain flexible, and always be ready to pivot. 

Q: How do you balance the demands of your role while maintaining your own well-being and avoiding burnout?

As an introvert, balancing the demands of my role while maintaining my well-being has been one of my biggest challenges as an EA. I’ve had to figure out how to truly recharge after work—even though, as most EAs know, our job is far from a typical 9-to-5 gig. My go-to methods? Supporting Tottenham Hotspur (come on “yinz” Spurs!), playing video games, my sacred 52-minute weekly therapy session, and consuming every documentary imaginable. 

But if I can share a brief moment of vulnerability—those are all solo activities, requiring little to no interpersonal interaction. Meanwhile, I have a family… and funny enough, they actually want to talk to me! They’re curious about my day, my well-being, and—frankly—it takes a lot of work for me to display reciprocal care. Not because I don’t care, but because my tank is empty by the time I get home. 

So, in this moment of introspection, I am realizing that for me, maintaining balance and avoiding burnout isn’t just about recharging alone—it’s about making the same intentional effort with my family as I do in my role as an EA. This is such an important question, and honestly, one that all professionals should ask themselves!  

Q: How do you approach conflict resolution, either with your executive or with colleagues, in a way that preserves relationships and achieves results?

For a multitude of reasons, I am very conflict averse. But if I were to put a positive spin on it, I’d say that avoiding unnecessary conflict has sharpened my active listening skills. I have strong opinions—just like everyone else—but I also recognize that I’m not always right. Learning to listen, rather than just waiting for my turn to talk, has been transformative both personally and professionally. 

I’ve had disagreements with my executives and colleagues alike, but for me, the priority isn’t winning—it’s resolution. How do we move forward despite differing opinions? What serves the greater good? At the end of the day, I know my voice is respected and valued, but it’s just one in a room full of diverse perspectives. As long as mutual respect is in place, preserving relationships while resolving perceived conflicts isn’t just possible—it’s inevitable. 

Q: What resources—books, courses, or mentors, have had the greatest impact on your career development?

This might be an unorthodox answer, but the single greatest resource in my career development has been cultivating a growth mindset. Transitioning from a fixed mindset to one that embraces learning, feedback, and adaptability has changed everything for me. 

It’s what allowed me to take lessons from past experiences and apply them to new opportunities. It’s what helped me recognize and act on the encouragement of my executives to seek professional development. It’s what led me to Office Dynamics and other invaluable resources that sharpened my skills. A growth mindset is the key that turned me from a good EA into a great EA—and, more importantly, a great EA who is ever-evolving. 

I have had several people in my orbit that I would consider to be great mentors: Amy Brown, Paula K. Davis, Greg Hoyer, Robin Leaf, & Becky Culyba—to name a few… They have all played a significant role in my development, but without the right mindset, even the best mentors won’t make an impact. So, if there’s one “resource” I’d recommend to anyone, it’s this: adopt and apply a growth mindset to everything you do. 

Q: What do you love most about being an executive assistant, and why does it resonate with you?

To quote Marshawn Lynch, “I’m just ‘bout that action, Boss!” I love being in the middle of the action—solving problems, keeping things moving, and making an impact. There’s never a dull moment, and honestly, I wear thriving in the chaos as a badge of honor. 

Now, I don’t want to generalize too much, but let’s be real—most EAs have a bit of a control-freak streak (in the best possible way). The ability to shape, influence, and support the mission in meaningful ways truly resonates with me. Knowing that my work positively impacts my institution and colleagues? As we say at Carnegie Mellon University, “my heart is in the work.” 

Q: What do you think will be the most important skill or mindset for future administrative professionals to cultivate? 

In the climactic scene of the Academy Award-winning 1999 film, The Matrix, Neo faces a choice in the subway station—he can take the exit and fight another day, or he can stand his ground and confront Agent Smith. 

 The most important mindset for future administrative professionals is unshakable self-belief. Skills matter, but without the right mindset, even the best skills won’t be applied effectively. Like Neo, you must believe—believe you’re making the right decisions, believe you’re asking the right questions, believe you’re handling situations to the best of your ability. 

And in the spirit of a great stand-up comedy callback, I’ll leave you with this: “Is you a puppy, or is you a dog?”