As Executive Assistants, we know that no two days are ever the same. One minute, we’re managing back-to-back meetings, and the next, we’re troubleshooting last-minute travel changes or handling an unexpected crisis with the kind of calm that deserves a medal! Our roles require us to be flexible, responsive, and always two steps ahead—so why not adopt a way of working that embraces exactly that? You might have heard of agile working and believe it is something that only software developers or project managers use. Well, I’m here to tell you agile working for Executive Assistants is a game changer.
In this article, we will delve into agile working, the methodology behind it, and how Assistants can adapt agile working to manage shifting priorities, stay organized, and create workflows that actually work for us. We’ll explore how we can bring Agile principles into our daily routines, making us more efficient, adaptable, and ultimately, more in control of our workload.
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We’ve all had days where our to-do list is a mile long, priorities shift at a moment’s notice, and we’re juggling multiple tasks while keeping everything running smoothly. Agile working for Executive Assistants is about embracing a structured yet flexible approach that allows us to respond quickly without feeling overwhelmed.
At its core, Agile working is a methodology that prioritizes adaptability, collaboration, and continuous improvement. Originally developed for software development teams, Agile has since been embraced by various industries, including ours, because it helps teams work more efficiently, adjust to changes with ease, and focus on delivering value quickly. Agile working for Executive Assistants means creating workflows that allow us to manage shifting priorities, streamline our workload, and stay ahead of our Executive’s needs.
Unlike traditional ways of working, which often follow a rigid, step-by-step process, Agile Working for Executive Assistants is built around flexibility, iteration, and responsiveness. Traditional workflows tend to be highly structured, requiring detailed upfront planning with little room for adjustment. While this may work in predictable environments, Executive Assistants rarely have that luxury.
Agile working, on the other hand, encourages continuous reassessment and adaptation. Instead of relying on a fixed plan, we work in cycles, constantly refining our priorities based on real-time needs. This allows us to remain agile (no pun intended!) when last-minute meeting changes occur, urgent requests pop up, or projects take unexpected turns. Rather than following a linear process that might quickly become outdated, Agile working enables us to operate dynamically, keeping pace with the ever-changing priorities of our executives and organizations.
For example, in a traditional workflow, we might schedule an entire quarter’s worth of executive meetings months in advance, locking in fixed agendas. With Agile, we build in regular check-ins, allowing us to adjust schedules based on shifting priorities, unexpected commitments, and emerging business needs. This approach reduces stress, improves efficiency, and ensures we’re always focused on what truly matters.
This might sound exactly like how you already operate, which is fantastic! It means you already have the mindset to adapt Agile working practices without having to overhaul your entire workflow. Agile isn’t about reinventing the wheel. It’s about refining the way we work to make our processes smoother, more efficient, and better suited to the fast-paced nature of our roles.
Executive support is unpredictable – we all know that. Agile Working for Executive Assistants allows us to thrive in this fast-paced environment by equipping us with strategies to handle shifting demands without feeling overwhelmed. By incorporating Agile principles into our workflows, we can:
So, agile working can help us manage our workload in a way that aligns with the unpredictable nature of our roles rather than adding more to our plates, which can only be a good thing! In the next section, we’ll explore why Executive Assistants should embrace Agile practices and how they can transform the way we work.
As Executive Assistants, we anticipate needs, solve problems before they arise, and make sure our Executives stay focused on the bigger picture. But with the pace of work constantly shifting, staying on top of everything can feel like a never-ending challenge. That’s where Agile Working for Executive Assistants can make a huge difference in how we structure our work.
By embracing Agile principles, we can stay flexible, pivot when necessary, and create workflows that make it easier to manage our workload – without, most importantly, feeling overwhelmed. It’s about working in a way that keeps up with our fast-moving environment, ensuring we always have the structure we need without losing the adaptability that makes us great at what we do.
Our Executives move fast, and so do the businesses we support. Priorities can change overnight, new projects emerge unexpectedly, and what seemed urgent in the morning might be irrelevant by the afternoon. Agile working for Executive Assistants is useful because it gives us a framework to navigate these shifts with confidence rather than stress. Instead of feeling overwhelmed by constant change, we can anticipate, adapt, and stay ahead. By implementing Agile practices, we can:
Let’s look at some of the core practices within Agile Working and how we can adapt them for our Executive Assistant work.
The nature of our role demands adaptability, problem-solving, and the ability to manage shifting priorities – qualities that align perfectly with Agile working. In this section, we’ll walk through five key Agile methods and tools that can help us create more efficient workflows, improve collaboration, and, ultimately, stay one step ahead in our work.
We’re no strangers to managing multiple tasks at once, but Agile Working for Executive Assistants helps us do it in a way that prioritizes what truly matters. Instead of working through a never-ending to-do list, Agile encourages us to focus on high-impact tasks, reassess priorities regularly, and adjust as needed. So, let’s look at some Agile techniques that help with workload management.
Prioritization is at the heart of an Executive Assistant’s role, and the MoSCoW method is a simple yet effective way to structure your work without feeling overwhelmed. The acronym stands for:
Must have – These are critical tasks that must be completed for success. Such as urgent meeting preparations, time-sensitive travel arrangements, or executive briefings.
Should have – Important tasks that add value but aren’t deal-breakers if slightly delayed. This might include optimizing processes, researching new tools, or handling lower-priority requests.
Could have – Tasks that are nice to complete but not essential. These might be additional administrative tasks or future process improvements.
Won’t have (for now) – Tasks that can be deprioritized or even removed to free up time for higher-impact work. Knowing what to say ‘not now’ to is just as important as knowing what to focus on.
How can Executive Assistants use the MoSCoW method effectively?
Start each day or week by categorizing tasks into these four groups. In your to-do list, you can literally move them into these four categories and work through the must-haves first before moving on to the next section. Remember to always communicate your priorities clearly with your Executive to ensure alignment. Especiually if you are taking on a new method to how you work. It might be a slight change to what they are used to seeing from you.
And then regularly reassess priorities to ensure you’re always focusing on the most impactful work. It can be really easy to work inside the cold-have section of your to-do list because these tasks are often easy tasks that are not too taxing on your brain or demand other people’s input. But, as we all know, getting those must-have tasks completed first is important! Using the MoSCoW method, you can better clarify what truly requires immediate attention, where flexibility exists, and how to stay proactive rather than reactive.
Sprints are a core part of Agile working and are designed to help teams, and in our case, Executive Assistants, focus on high-priority work within a set timeframe. A sprint is a short, structured work period (often one to four weeks) where we dedicate our efforts to completing a specific set of tasks. Rather than getting lost in a never-ending to-do list, sprints create a sense of focus and momentum, ensuring that we are making measurable progress without distractions.
How can Executive Assistants use sprints?
Sprints are particularly useful for work that requires deep focus and structured planning. EA tasks that could benefit from the sprint methodology include:
Annual meeting planning – Mapping out key executive meetings for the year ahead and setting up recurring structures.
Event coordination – Handling logistics, communications, and deliverables within a dedicated timeframe.
Process improvements – Implementing a new system, workflow, or software for better efficiency.
Project-based work – Completing research, preparing reports, or tackling large administrative projects in stages.
While sprints are great for focused productivity, we know the reality of an Executive Assistant’s role: we don’t always have the luxury of uninterrupted work periods. Unexpected tasks and urgent requests from executives can throw off our plans. However, using sprints for structured tasks allows us to make meaningful progress on larger responsibilities while still handling daily demands. The key is to balance sprint work with the flexibility needed for reactive tasks.
When is sprint work especially handy?
By setting aside dedicated sprint time, you can focus on high-priority projects while keeping up with the demands of our executive’s ever-changing schedule.
Scrum is a specific Agile framework designed to help teams manage complex projects efficiently through structured planning, regular check-ins, and continuous improvements. While it’s widely used in software development, its principles are highly relevant to Executive Assistants, particularly when managing long-term projects, coordinating large-scale events, or supporting multiple executives.
The key difference between Scrum and Sprints is that while sprints are short, focused work periods, Scrum provides a more structured framework around how those sprints are managed. Scrum incorporates regular planning sessions, stand-up meetings, and retrospective reviews to ensure continuous progress and improvement. This level of structure is useful when juggling competing priorities, as it allows for flexibility while keeping our workflow organized.
For example, if we’re planning an annual conference, we can use Scrum to break the project into several sprints—one focused on securing venues, another on coordinating speakers, and another on attendee logistics. The iterative nature of Scrum means that at the end of each sprint, we evaluate progress, adapt our strategy, and refine our approach to avoid last-minute surprises.
By integrating Scrum into our Agile Working for Executive Assistants approach, we gain a balance between flexibility and structure, making it easier to stay on track while managing the constant changes that come with supporting executives and teams.
Daily Stand-ups
A quick check-in each morning with yourself or your executive to align on priorities. These meetings don’t have to be formal, just a few minutes to run through the day’s focus areas can help keep everything on track. How can Executive Assistants use daily stand-ups effectively?
Daily stand-ups are a powerful tool for Executive Assistants to maintain structure in a role where structure can often feel impossible. They provide a way to take control of the day before it takes control of us. By dedicating just a few minutes each morning to reviewing priorities—whether solo or with our executive—we gain clarity on what must be tackled first and where potential roadblocks might arise.
These quick check-ins aren’t about adding more to an already busy schedule; they’re about making sure the right things get done. Whether it’s confirming last-minute changes to an executive’s itinerary, flagging outstanding approvals, or identifying which tasks can be shifted if urgent requests come in, daily stand-ups help us stay ahead of the curve.
For those supporting multiple Executives or juggling different workstreams, stand-ups can also help set expectations. If one executive has a last-minute priority, a quick morning check-in with another can allow us to renegotiate timelines and avoid overloading ourselves later in the day.
Daily stand-ups also align perfectly with Agile sprints. They allow us to adjust dynamically while keeping a sense of steady progress. Even if our day takes an unexpected turn (which, let’s be honest, it will), these stand-ups keep us in a proactive mindset rather than feeling like we’re constantly playing catch-up.
One of the key principles of Agile Working for Executive Assistants is continuous improvement, and that’s where feedback loops come in. In a fast-moving role like ours, taking the time to reflect on what’s working and what needs tweaking can be the difference between feeling in control and feeling like we’re constantly playing catch-up.
Feedback loops involve regular debriefs to assess progress, refine workflows, and adjust strategies based on what’s actually happening—not just what was planned. Unlike annual performance reviews or post-project evaluations, Agile feedback loops happen in real-time, allowing us to make immediate, meaningful improvements.
How Executive Assistants Can Use Feedback Loops
We can incorporate feedback loops into our day-to-day work in several ways:
Why Feedback Loops Matter for EAs
As Assistants, we rarely have the luxury of time to step back and rework an entire process from scratch. Feedback loops allow us to make incremental improvements that keep us efficient and effective. By regularly assessing and refining how we work, we avoid getting stuck in outdated processes and instead keep our workflows evolving to match the needs of our executives and teams.
The beauty of feedback loops is that they’re simple but powerful. They create a culture of continuous learning and adaptation, ensuring that we’re always working in the best way possible—rather than just sticking with ‘the way things have always been done.’ By embedding feedback loops into Agile Working for Executive Assistants, we develop stronger workflows, improve collaboration, and enhance our ability to adapt in an ever-changing workplace.
One of the most effective tools within Agile Working for Executive Assistants is the Kanban board. If you’ve ever found yourself juggling multiple projects, managing shifting deadlines, or trying to track what’s in progress and what’s waiting for approval, Kanban can be super helpful.
So what is a Kaban Board?
A Kanban board is a visual task management system that helps you see your workload at a glance. It breaks work down into stages, typically labeled as To Do, In Progress, and Completed. This method allows you to keep track of tasks, ensure nothing falls through the cracks, and quickly adapt to changes without losing sight of priorities.
Task Management
Whether you’re handling Executive travel, organizing an event, or managing multiple calendars, a Kanban board provides an easy way to see what’s pending, what’s in motion, and what’s done.
Prioritization
Instead of being overwhelmed by a long list, you can categorize tasks based on urgency and importance, ensuring high-priority items stay top of mind.
Collaboration with Executives and Teams
If you work closely with your Executive or a team, Kanban boards can serve as a shared space to update progress, assign tasks, and ensure everyone is aligned.
Tracking Long-Term Projects
For larger projects like setting up an annual meeting schedule or implementing a new process, Kanban helps break work into manageable steps so nothing gets overlooked.
The beauty of Kanban is that it aligns perfectly with the way we work as Assistants. Our tasks aren’t always neatly structured—we’re constantly switching between priorities, handling urgent requests, and keeping track of multiple moving parts. A Kanban board gives us the flexibility to manage those shifts without losing focus on what needs to be done.
For example, let’s say you’re organizing a corporate retreat. Your Kanban board might have categories like Venue Research, Speaker Coordination, Attendee Logistics, and Post-Event Follow-Up. Within each category, tasks move through To Do, In Progress, and Completed, ensuring every detail is accounted for.
Even if you prefer traditional to-do lists, transitioning to a Kanban system can help you visually manage your workload, streamline your processes, and reduce the mental load of keeping track of multiple priorities in your head.
Kanban boards can be as simple or sophisticated as you need. Some Executive Assistants prefer a physical board with sticky notes, while others use digital tools like Trello, Asana, or Notion. The key is to find a system that works for you and integrates smoothly into your workflow. By incorporating Kanban into Agile Working for Executive Assistants, we gain a clearer, more structured way to manage our ever-changing responsibilities while keeping flexibility at the core of how we work.
Adopting Agile Working for Executive Assistants sounds great in theory, but we know that in reality, making changes to how we work isn’t always straightforward. Whether it’s shifting long-standing habits, working within an organization that prefers traditional processes, or managing expectations with Executives, there can be hurdles to fully embracing Agile principles. Let’s break down some of the biggest challenges and how we can overcome them.
One of the most common challenges in adopting Agile working is resistance—whether it’s from ourselves, our executives, or our wider teams. Change can feel uncomfortable, especially when we’re used to a certain way of working. If you’ve ever heard (or thought), “This is how we’ve always done it,” then you’ve encountered this challenge firsthand.
The key to overcoming resistance is to start small. Rather than overhauling everything at once, introduce Agile practices gradually. Try incorporating Kanban boards to visualize workflow or implement daily stand-ups to check in on priorities. Once your Executive and colleagues see the benefits—better organization, clearer priorities, and increased responsiveness—they’re more likely to embrace Agile working as part of your shared workflow.
As Executive Assistants, we thrive on organization, so the idea of Agile working being flexible might seem counterintuitive at first. However, Agile isn’t about abandoning structure—it’s about building a framework that allows us to adapt while staying in control.
To strike the right balance, use Agile tools like sprints and prioritization frameworks. For example, setting up MoSCoW prioritization for your daily tasks ensures that you’re working on what truly matters while leaving room to handle unexpected requests. Agile working doesn’t mean sacrificing order; it means structuring your workflow in a way that can flex when needed without chaos.
Executives and stakeholders often have their own expectations about how we manage their support. If they’re used to traditional methods, introducing Agile working might require some explanation and adjustment. The best way to handle this is through clear communication and setting expectations early.
If you’re implementing Agile techniques like Kanban boards or stand-up meetings, explain to your executive how these methods will help improve their workflow as well as yours. Demonstrating the direct benefits—such as faster response times, better visibility of priorities, and improved organization—can help them see the value and support the transition.
It’s also important to regularly check in with your executive to ensure Agile working aligns with their needs. Since Agile thrives on continuous feedback, use that approach when refining how you manage their workload. This ensures that any adjustments made are practical and beneficial to both of you.
Agile Working for Executive Assistants isn’t about adding more complexity to our roles—it’s about making our workflows more efficient, structured, and adaptable. While there may be some challenges in shifting to an Agile approach, taking small steps, balancing structure with flexibility, and managing expectations effectively will make the transition smoother. Over time, these practices will allow us to work more efficiently, stay ahead of our executive’s needs, and ultimately, feel more in control of our ever-changing responsibilities.
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