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About The EA Campus

20 Projects that EAs can Manage

If you’ve ever organized a last-minute event, built out a travel itinerary with a dozen moving parts, or helped a new hire feel settled by lunchtime on day one, then you’ve already managed a project. We just don’t always call it that. As Executive Assistants, project management often shows up in our day-to-day without the official label. And that’s why we’ve pulled together this guide on 20 projects that EAs can manage – to spotlight the kind of work you might already be doing or ready to take on.

A project is simply a temporary piece of work that has a clear goal and a set deadline. It’s different from your regular to-dos because it’s focused on a specific outcome, and it usually involves some coordination, decision-making, and communication across teams. In other words, it’s exactly what we’re already doing.

When we take the lead on projects, we create space to show what we’re really capable of. Not just that we can get things done, but that we can drive progress, solve problems, and influence how things get done across the business. It’s where we move from support to strategy, and that shift matters.

In this article, we’ll explore 20 projects that EAs can manage from start to finish. These are real, practical opportunities to step up, take control, and make a visible impact without needing to wait for someone to hand you the title of Project Manager first.

Executive Assistant Workflow Template

A practical tool to help EAs manage daily, weekly, and monthly responsibilities.

We all know that the EA role is a balancing act. From managing your Executive’s calendar to ensuring clear communication and handling operational tasks, it can feel like you’re juggling a hundred priorities at once.

    Taking ownership of projects is one of the most powerful ways we can show leadership as Executive Assistants. When we take a project from start to finish, we’re showing initiative, using strategic thinking, and delivering results that make a difference to the business. This goes far beyond being organized or helpful. It’s about stepping into a space where we guide decisions, bring people together, and help things move forward in a meaningful way. These are exactly the kinds of projects that EAs can manage with confidence.

    Leading projects also gives us more visibility. It shows your executive, your team, and others across the business that you’re not just reacting to what’s needed, but taking the lead on making things better. You’re improving how things work, spotting gaps, and creating solutions. That’s the kind of leadership we bring to the table every day, even if we don’t always call it that. And it reinforces just how many different types of projects that EAs can manage day-to-day.

    And here’s something that’s just as important: the language we use matters. When we describe our work as project management, it adds structure and clarity to what we do. It helps others see it for what it really is. Instead of saying we “helped out” or “supported,” we can say we led a project, delivered a result, or managed a process. That shift in language can change how people understand our role.

    We know the work we do is valuable. But sometimes, when we talk about it, we downplay it. Using project language helps you give your work the weight it deserves, especially when you’re speaking to your Executive, HR, or during a performance review. It gives your work more presence, and it makes your impact easier to see.

    So if you’ve ever felt like your work wasn’t quite getting the recognition it should, start by reframing it. Think about the last project you led. What changed because of your involvement? What did you organize or solve? What outcome did you deliver? These are the kinds of projects that EAs can manage every week. That’s the work of someone leading with intention. That’s project work. And we’re already doing it.

    20 Projects EAs Can Manage

    Now that we’ve laid the foundation, let’s get into the heart of it: the projects that EAs can manage from start to finish. We’ve grouped them into categories to reflect the kinds of responsibilities many of us already handle, while also showing just how broad and strategic our roles can be. You’ll probably recognize a few of these straight away, and hopefully find a bit of inspiration too.

    Every project here is something you can take the lead on. You can define the outcome, manage the moving parts, and see it through. These are all solid opportunities to show leadership, add value, and highlight just how much we’re contributing.

    Event & Meeting Projects

    One: Organizing a Leadership Offsite or Strategy Retreat

    From finding the right venue to setting the agenda, this kind of project gives you visibility and helps shape the direction of the business.

    Here’s how we might structure it as a project:

    • Planning: Start by working with your Executive to define the goals and outcomes. Set the budget, choose the location, confirm the attendees, and build the agenda. Think about timelines, internal comms, and any materials you’ll need.
    • Execution: Coordinate logistics, manage vendors, send out invitations, support your Executive on-site, and make sure everything runs smoothly on the day.
    • Monitoring and Control: Track your progress against your plan. Keep an eye on the budget, flag any issues early, and be ready to adjust as needed.
    • Close: Wrap up with a feedback survey, a short summary of outcomes, and a documented plan you can reuse next time.

    This is a great example of the kind of high-impact project that EAs can manage with confidence. It brings together all the key elements of project work we’re already doing – planning, coordination, communication, and follow-up – but it also creates space for us to lead and be recognised for that leadership. It’s strategic, it’s visible, and it can be a real confidence-builder. If you’ve been looking for the right kind of project to take full ownership of, this is the perfect place to start.

    Two: Planning the Company Holiday Party or Team Celebration

    Yes, it’s fun, but it also comes with a long list of tasks that require serious planning and coordination.

    Here’s how we might structure it as a project:

    • Planning: Clarify the goal with your Executive (celebration, morale boost, team recognition), set the budget, pick a date and venue, and decide on the format. You’ll also need to build a timeline, confirm key stakeholders, and outline your deliverables like invites, catering, and entertainment.
    • Execution: Book vendors, send out invites, coordinate logistics, and manage communications. On the day, you’ll likely be on-site, making sure everything happens when and how it should.
    • Monitoring and Control: Check in regularly with vendors, manage your budget, and keep an eye out for any last-minute changes. Keep things on track with a checklist or dashboard so you can spot issues early.
    • Close: Gather feedback, thank your vendors and attendees, and document what went well (and what to tweak next time). A post-event recap is always a helpful way to close out the project.

    This is one of those projects that EAs can manage with ease, but when done well, it makes a huge impact on team culture and morale. It’s another opportunity to show your planning skills, leadership, and ability to deliver something memorable for the business.

    Three: Managing a Quarterly Town Hall or All-Hands Meeting

    You’ll coordinate speakers, handle the tech setup, and manage the flow of the session. It’s a great way to bring people together and keep everyone aligned.

    Here’s how we might structure it as a project:

    • Planning: Align with your Executive on the goals for the session. Who needs to speak? What updates or recognition should be included? From there, set the date, outline the agenda, secure time with the right people, and prep slides or other materials. You’ll also want to build in time for rehearsals if needed.
    • Execution: Run the event – whether it’s in person, virtual, or hybrid. You’ll keep the meeting on schedule, manage transitions between speakers, troubleshoot tech issues, and support your Executive in delivering a strong message.
    • Monitoring and Control: Confirm milestones in the lead-up, track progress on speaker prep and materials, and manage any late-breaking changes or tech challenges. Have backup plans in place and stay flexible.
    • Close: Send out a thank-you and any follow-up materials, like recordings or decks. Gather feedback and document what worked well and what could be improved for the next one.

    These kinds of projects that EAs can manage not only improve communication across the organization, but also position you as someone who can take the lead on high-visibility, high-impact work.

    Four: Rolling Out an Internal Meeting Framework (like standardizing 1:1s)

    Helping your Executive and leadership team get consistent with meetings is one of those projects that can have a big impact on communication and productivity.

    Here’s how we might structure it as a project:

    • Planning: Work with your Executive to define the goal for the framework – better visibility, more consistent updates, stronger relationships. Identify which meeting types to standardize (1:1s, team check-ins, project syncs), draft templates or agendas, and create a rollout timeline. Engage stakeholders early so they’re on board.
    • Execution: Share the new framework, offer short training or walkthroughs, and support adoption across teams. Track who’s using it and offer help where needed. This phase might also involve refining templates or expectations based on early feedback.
    • Monitoring and Control: Check in regularly to see how it’s working. Are meetings happening? Are the agendas being used? Get feedback from your Executive and others, and use that to adjust and improve.
    • Close: Wrap up by documenting the final framework, collecting feedback, and creating a process for ongoing improvement. This can also be the basis for similar rollouts across other departments.

    These are the kinds of operational improvement projects that EAs can manage to help their Executive be more effective while driving better communication and structure across the business.

    Five: Creating an Executive’s Travel Itinerary Playbook

    Pull together your templates, go-to contacts, travel preferences, and tools. This makes planning trips smoother and saves you and your Executive time in the long run.

    Here’s how we might structure it as a project:

    • Planning: Start by identifying what’s needed to make travel planning seamless. Define the scope – domestic and international travel? Just for your Exec or the wider leadership team? Collect all the relevant details: preferred airlines, loyalty programs, visa requirements, hotel preferences, usual contacts, and go-to platforms.
    • Execution: Build out the playbook using templates, forms, and checklists. Organize the information in a way that’s easy to update and use. Share drafts with your Executive for feedback and fine-tune as needed. You might use tools like Google Docs, Notion, or even a well-organized folder system.
    • Monitoring and Control: Test it with an upcoming trip. Take notes on what worked, what was missing, and how easy it was to use. Track any delays, last-minute changes, or snags that could be ironed out. Keep an eye on how often the playbook is updated or reviewed.
    • Close: Finalize the version and make sure it’s accessible when needed. Store it somewhere secure but easy to access. Share a summary or how-to guide with anyone else who might support travel. Add a regular check-in to update it every quarter or after major trips.

    This is one of those quietly powerful projects that EAs can manage to not only streamline the admin but also build trust with your Executive by showing how well you understand their preferences and needs. It saves time, reduces stress, and shows real initiative.

    As you can see, there are a wide variety of projects that EAs can manage to create real impact across different areas of the business. Whether it’s improving internal operations, elevating the employee experience, or increasing Executive efficiency, these are all projects that EAs can manage confidently and strategically.

    Office Operations & Culture Projects

    The next group of projects that EAs can manage focuses on the systems, processes, and experiences that keep our workplaces running smoothly and feeling like places people actually want to show up to. These projects might not always get a spotlight, but they’re essential. When we take ownership of these areas, we strengthen relationships, boost morale, and help create a culture that works for everyone.

    Six: Office Move or Renovation Coordination

    There’s a lot to juggle with a move or renovation, and it often lands on our desks. These are complex but incredibly valuable projects that EAs can manage with structure, planning, and a steady hand.

    Here’s how we might structure it as a project:

    • Planning: Get clear on the goals, timeline, budget, scope, and space needs. Identify the must-haves, risks, and who needs to be involved. Work closely with facilities, IT, and your Executive to set expectations and build a plan that works.
    • Execution: Coordinate with contractors, move teams, and department heads. Confirm timelines, organize equipment orders, and communicate clearly across the business.
    • Monitoring and Control: Track milestones, manage the budget, and hold regular check-ins to make sure everything stays on track. Tackle issues early.
    • Close: Wrap up with a debrief, gather team feedback, and document everything for next time.

    Moves are high-impact projects that EAs can manage from start to finish. They touch a lot of people and build serious visibility.

    Seven: Implementing a New Visitor Management or Security System

    This is one of those practical, behind-the-scenes projects that EAs can manage to improve both the visitor experience and overall office security. It might not seem flashy, but it’s one of those things that makes a big difference in how your workplace runs – and how it feels.

    • Planning: Start by gathering input from reception, IT, and facilities. Define your goals clearly. Are you improving security? Streamlining check-ins? Reducing wait times? Research system options and weigh up what fits your workplace best. Set your timeline and budget.
    • Execution: Once you’ve selected a system, manage the vendor setup and coordinate with internal teams for implementation. Lead training sessions for reception and admin staff, and make sure you communicate the changes to the wider team so everyone’s in the loop.
    • Monitoring and Control: After launch, monitor how the system is being used. Are visitors finding it easy to use? Is the team comfortable with it? Gather feedback and address any issues quickly so it doesn’t become a point of frustration.
    • Close: Document the full process – what worked, what didn’t – and build it into onboarding for future team members. Capture lessons learned so you’re set up for smoother updates in the future.

    This is a great example of the kind of operational, tech-forward project that EAs can manage to drive real improvement. It’s structured, it’s measurable, and it’s one more way we can create value that gets noticed.

    Eight: Launching an Employee Recognition Program

    Recognizing team wins? Often us. This is one of those feel-good projects that EAs can manage to boost morale and build a sense of connection across the team.

    • Planning: Set clear goals for what you want the program to achieve. Will it be peer-nominated? Manager-led? A monthly spotlight? Define the structure, timeline, and budget. Get buy-in from leadership so the recognition feels meaningful and supported.
    • Execution: Launch with clear communication—let people know how it works and how they can participate. Manage nominations, track deadlines, and create simple ways for everyone to engage. Consistency is key here.
    • Monitoring and Control: Watch engagement. Are people participating? Is it being talked about in meetings or team chats? If not, adjust the format or frequency. You’ll want this to feel rewarding, not like just another task.
    • Close: Gather feedback from those involved and review the results. Capture wins, testimonials, or even photos if your program is visual. Use what you learn to evolve the program so it keeps having an impact.

    This is one of those small-but-mighty projects that EAs can manage to create real culture change. When people feel seen and appreciated, they show up differently – and you’re the one who helped make that happen.

    Nine: Coordinating Corporate Social Responsibility or Charity Initiatives

    Whether it’s a food drive, a charity walk, or a team volunteering day, this is a project that connects your people to something meaningful—and it’s definitely something EAs can lead with heart and purpose.

    • Planning: Identify the cause you want to support and get clear on what you want to achieve. Is it about awareness, donations, participation, or all of the above? Check for any internal or external partnerships already in place. Set a timeline, budget, and communication plan.
    • Execution: Coordinate logistics – venue, supplies, permissions, guest speakers if relevant. Launch the initiative with a clear message, and keep the energy up with regular updates. Rally the team through newsletters, Slack channels, or team meetings.
    • Monitoring and Control: Track engagement and participation numbers. Watch for anything that might be slowing momentum. Adjust your communication or support tools if you see a drop in involvement.
    • Close: Celebrate the impact. Share photos, results, and any messages from the organizations you supported. Thank everyone who participated and make sure leadership sees the success.

    This is a values-driven project that EAs can manage to connect people to something bigger than the day-to-day. It shows initiative, builds community, and reflects positively on your organization. And it feels good to lead something that does good.

    Ten: Setting Up an Intern or Onboarding Program for New Starters

    How someone’s first week goes can make or break their whole experience with the organization. This is one of those foundational projects that EAs can manage to create a warm, clear, and confident welcome.

    • Planning: Build a structured onboarding plan that covers all the essentials: tech setup, key meetings, policies, and a schedule for the first week or two. Collaborate with HR and team leads to make sure everyone’s aligned on what a successful start looks like. Think about everything from the welcome email to the desk setup.
    • Execution: Deliver an organized, friendly experience. Make introductions, lead early training sessions, and be a touchpoint for questions. Keep it human—it’s about making people feel supported, not overwhelmed.
    • Monitoring and Control: Check in frequently. Ask new starters what’s working, where they’re stuck, and what they wish they knew sooner. Adjust the plan as you go.
    • Close: After the first few weeks, capture what went well and what could improve. Store everything centrally so the process is repeatable and scalable.

    When onboarding is done well, people settle in faster, contribute sooner, and feel like they belong. It’s one of the most people-focused projects that EAs can manage, and it shows your ability to bring structure, empathy, and leadership to something that really matters.

    Tech & Systems Projects

    We know that tech tools and digital systems can make or break our workflow, and a lot of the time, we’re the ones figuring out what works. This next group of projects that EAs can manage focuses on using technology to streamline processes, boost productivity, and help the business run smoother. If you’re the go-to person for “How do we do this faster?” or “Can you find a better way to manage this?” – these are the kinds of projects that are already in your wheelhouse.

    Eleven: Implementing a New Tech Tool (e.g. scheduling, CRM, or task management app)

    Whether it’s a shared calendar tool, project tracker, or CRM system, rolling out new software is one of those hands-on projects that EAs can manage from start to finish.

    • Planning: Start by identifying the problem you’re trying to solve. What tool will actually help your Executive or team? Define the scope, budget, and who needs to be involved. Work with IT or vendors to set a realistic timeline.
    • Execution: Coordinate setup, test the tool, and support your team through the rollout. Deliver training and simple guides where needed.
    • Monitoring and Control: Collect feedback, troubleshoot early problems, and track adoption rates. Be ready to pivot if something isn’t landing.
    • Close: Document lessons learned, store resources in an accessible place, and check in with users after the first few months.

    These tech rollouts are projects that EAs can manage to improve efficiency without waiting for someone else to lead the charge.

    Twelve: Auditing and Streamlining Internal Workflows with AI or Automation

    If you’ve found yourself manually updating spreadsheets or copying and pasting calendar invites, chances are you’ve also wondered, “Couldn’t this be automated?”

    • Planning: Map out the current process and highlight pain points. Identify tools that could help, like AI assistants, Zapier, templates, or built-in automations. Define what success looks like. Set clear goals, timelines, scope, and identify who needs to be involved so the rollout stays manageable.
    • Execution: Test automations in a low-risk area first. Then roll them out in phases, keeping communication open and training informal but accessible. Be ready to jump in and adjust quickly when something doesn’t go as expected.
    • Monitoring and Control: Track time saved, error reduction, and team feedback. Keep an eye on adoption rates and common issues. Create a quick-check process to help maintain momentum and catch small problems before they escalate.
    • Close: Wrap up by creating a clear reference guide. Make sure your executive and team know how the new process works and what to do if something breaks. Review the results, share wins (especially time saved), and outline the next area you might automate.

    These are the kinds of smart, forward-thinking projects that EAs can manage to modernize how the business runs.

    Thirteen: Creating a Centralized Digital Filing System

    If you’ve ever lost 20 minutes to a badly named folder or version 8_final_FINAL.docx, this one’s for you.

    • Planning: Start with a full audit of what’s already in place. What’s useful, what’s outdated, and what’s just clutter? Work with your Executive and wider team to define naming conventions, permissions, folder structures, and access levels. Set a clear scope and timeline; this is one of those projects that EAs can manage, where you’ll want buy-in from the start.
    • Execution: Create a clear plan for migrating files in phases. Clean up duplicates, rename anything that doesn’t align, and reorganize shared drives so everything has a logical place. Communicate with the team as you go, especially if folder locations are changing.
    • Monitoring and Control: Check in weekly (or monthly, depending on size) to ensure the system is being used correctly. Watch for any drop-offs in compliance or feedback from team members who are struggling to find things. Offer short guides or quick Loom videos as refreshers.
    • Close: Once the new system is fully in use, document your structure, file paths, and the logic behind your decisions. Create a short “how-to” guide or FAQ for new team members or assistants. This will help with onboarding and consistency.

    This is one of those foundational digital housekeeping projects that EAs can manage to make the whole organisation feel more organised and efficient. It might not be glamorous, but this is one of those projects that EAs can manage that saves hours of collective time across the business.

    Fourteen: Leading a Knowledge Management System Rollout (e.g. Notion, Confluence)

    These systems can be gold if done right, and confusing if they’re not.

    • Planning: Define what knowledge needs to be captured, who needs access to it, and how it will be used. Set clear goals, timelines, and responsibilities. Choose a tool that suits your team and plan out a logical structure. Loop in stakeholders early to gather input and increase buy-in.
    • Execution: Build the system, upload core content, and create templates that can be reused. Offer walkthroughs or quick videos to support adoption, and provide a single point of contact for feedback and troubleshooting.
    • Monitoring and Control: Keep track of how it’s being used. Are people engaging with it? Are there gaps in the content? Check in with your team regularly, make updates, and refine the structure as needed. Assign page or section owners, where possible, to spread out responsibility.
    • Close: Set a review cycle – monthly, quarterly, or whatever makes sense – so it stays useful. Evaluate what worked and share key wins (like reduced email volume or faster onboarding).

    This is one of those long-term, strategic projects that EAs can manage to build knowledge equity in your team. It’s a smart way to increase visibility and show that you’re supporting the day-to-day and you’re thinking about the future too.

    Fifteen: Building an EA Resource Hub or Playbook for the Exec Team

    One of the most useful, proactive projects that EAs can manage, especially if you’re working across multiple execs or want to create consistency.

    • Planning: Gather all your templates, cheat sheets, contacts, and best practices. Talk with your Executive (or team) about how they prefer to access and use information. Choose your tool and layout based on what makes sense for how your team works.
    • Execution: Build the hub using your chosen platform – SharePoint, Notion, Google Drive, or wherever your team lives digitally. Organize it in a way that’s intuitive and easy to navigate. Add sections for quick-access links, standard processes, key contacts, and anything you constantly get asked for.
    • Monitoring and Control: Keep it alive. Ask for feedback regularly, especially from new users. Check for outdated content and do quarterly refreshes. You might even assign ownership of specific sections to other team members so the burden doesn’t sit solely with you.
    • Close: Schedule regular reviews. Make it part of your onboarding for new execs, assistants, or leadership hires. Share usage stats or wins with your Executive to show how useful the resource has become.

    This is one of those highly practical projects that EAs can manage to create continuity and make the entire exec team more self-sufficient.

    From automation to organization to documentation, these are the kinds of systems-driven projects that EAs can manage to bring lasting impact to how your team works. They showcase initiative, technical confidence, and your ability to think beyond just getting things done. They show that you’re building smarter ways of working, and those are exactly the kinds of projects that EAs can manage to step into leadership territory.

    Strategic & Business Support Projects

    The next group of projects that EAs can manage focuses on enhancing the business’s operational efficiency. Whether it’s preparing for high-level reviews, keeping budgets in check, or leading culture-shifting initiatives, these are the kinds of strategic projects that show just how vital we are. We’re supporting our executives and driving outcomes that help the business run smarter, faster, and more intentionally.

    Sixteen: Organizing a Board Meeting or AGM Pack & Process

    From scheduling to compiling reports to keeping everyone aligned, this is one of those high-stakes projects that EAs can manage to showcase attention to detail and big-picture thinking.

    • Planning: Lock in dates early. Work with leadership to identify agenda items, deadlines, and who needs to contribute. Set clear expectations for board pack submissions and formatting.
    • Execution: Coordinate inputs, chase contributors (we’re good at this!), and compile everything into one seamless, accessible pack. Distribute to board members with plenty of time to prepare.
    • Monitoring and Control: Track open items and last-minute updates. Confirm delivery and access, troubleshoot tech issues, and have a backup plan in case anything goes wrong.
    • Close: Gather feedback after the meeting to improve the process next time. Save templates and timelines for the future.

    This is one of the most visible and impactful projects that EAs can manage to show reliability and polish at the highest level.

    Seventeen: Managing a Quarterly Business Review (QBR) Preparation Process

    If your Executive leads a team or division, the QBR is a big moment. Helping them prepare isn’t just about admin, it’s about supporting the strategy.

    • Planning: Clarify expectations with your exec. What insights are needed? What message are they trying to communicate? Coordinate input deadlines from department leads or analysts.
    • Execution: Create slide templates, pull together inputs, spot any gaps or errors, and flag inconsistencies. Review with your exec and incorporate feedback.
    • Monitoring and Control: Keep everything on track. Send reminders, chase updates, and help refine the narrative.
    • Close: Save the final version, note what worked well (or didn’t), and document the process for the next quarter.

    This is one of those quarterly, business-critical projects that EAs can manage to show strategic partnership.

    Eighteen: Running a Budget Tracking or Expense Audit Project

    We’re already tracking spend for events, travel, or team expenses; this is a natural extension of the work we do.

    • Planning: Confirm the scope of the audit. Which budget lines or departments are in play? Gather access to reports, receipts, and any relevant systems.
    • Execution: Check spend against budgets, spot inconsistencies, and chase down missing info. Summarize patterns, risks, or variances.
    • Monitoring and Control: Stay in touch with finance, department leads, or vendors. Share updates and escalate concerns early.
    • Close: Wrap up with a short report or summary. Suggest improvements for the next budgeting cycle.

    This is one of those behind-the-scenes projects that EAs can manage that makes a big impact on budget accountability.

    Nineteen: Supporting a Change Management or Reorganization Initiative

    Change is part of every workplace, and EAs are often the ones who hold the process together.

    • Planning: Understand what’s changing and why. Clarify communication plans, timelines, and who needs to be informed.
    • Execution: Draft comms, schedule announcements, prep meeting logistics, and support your exec through each step.
    • Monitoring and Control: Track feedback, answer questions, and keep tabs on morale. Support your exec in reading the room.
    • Close: Document what happened, reflect on outcomes, and help your team settle into the new structure.

    These are some of the people-centered, high-impact projects that EAs can manage to guide change in a thoughtful way.

    Twenty: Leading a Listening Tour Project

    If your company wants to better understand the employee experience, this is one of the most meaningful projects that EAs can manage.

    • Planning: Work with HR or leadership to define goals. Decide what questions to ask and how feedback will be gathered and protected.
    • Execution: Schedule sessions, prep your exec, facilitate safe conversations, and gather honest insights.
    • Monitoring and Control: Track participation and common themes. Summarize what you’re hearing and share insights with the right people.
    • Close: Reflect with your exec, document what was learned, and help translate findings into meaningful follow-up actions.

    Listening tours give us the opportunity to make a real difference in how employees are heard and valued. As EAs, we’re in a unique position to guide these initiatives with empathy, confidentiality, and structure. We understand the tone of the organisation, the concerns that might bubble up, and how to create safe spaces for honest conversations.

    From planning board meetings to leading DEI efforts, these are the strategic projects that EAs can manage to strengthen the business and show just how valuable our skills are. We’re not just reacting—we’re leading. And as we keep stepping into these types of projects, we’re not just seen as support, we’re recognized as strategic, trusted partners.

    Projects like these give us the opportunity to stretch our skills, shape the culture, and drive results, and that’s exactly what we’re capable of when we take ownership of the projects that EAs can manage.

    We don’t need a project manager title to lead projects. We’re already doing it, every time we take the initiative, bring structure to something that’s drifting, or coordinate all the moving parts to deliver a result. The title doesn’t matter. What matters is that we step up, take ownership, and make things happen.

    When you think about the projects that EAs can manage, think about what’s already on your plate. Think about the recurring problems, the time-sucking tasks, or the gaps in process that no one has time to fix. Then ask yourself: what could I take off my Executive’s plate and make better for the team?

    That’s where the opportunity is.

    We know what works because we’re close to the action. We understand how to bring people together, keep things moving, and see things through. That’s what makes us uniquely placed to lead projects with purpose.

    So, here’s something to try: pick one new project this quarter. Choose something realistic and meaningful. It could be an onboarding refresh, an internal process clean-up, or setting up a better reporting structure. Lead it from start to finish. Give yourself a chance to shine.

    When we step up and lead the projects that EAs can manage, we’re not just supporting our executives. We’re shaping how our organisations operate, improving everyday systems, and showing the value we bring when we take ownership from beginning to end. Check out our Productivity & Time Management Online Course. You’ll learn how to master task prioritisation, goal setting, and time management skills -essentials for managing and delivering successful projects as an Assistant.

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    Nicky Christmas

    I'm Nicky, the Founder and CEO of The EA Campus. Let’s continue the conversation over in our communities.

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