We all know how fast-paced our world is today—it’s nonstop. As Executive Assistants, we see it firsthand. Our Executives barely have time to catch their breath, let alone focus on building a strategic relationship with your Executive or anything outside their endless cycle of meetings, deadlines, and decision-making. And let’s be real—we’re the ones keeping it all together, juggling schedules, trying to squeeze in downtime, and reminding them that lunch is, in fact, a thing.
Sound familiar?
Because of this constant whirlwind, it can be tough for our Executives to carve out the time or energy to invest in building a strategic relationship with your Executive. But here’s the thing: that partnership is not just a “nice-to-have”—it’s critical for both of us to thrive in our roles.
When we’re working in sync, our Executives gain more time to focus on the big picture, and we feel challenged, engaged, and, most importantly, valued. In this article, we’ll explore how to take the lead in building a strategic relationship with your Executive, ensuring both of you can achieve more while working better together.
We get it—our Executives are busy, and asking them to invest time and energy into a partnership might feel like asking for the moon. But here’s the truth: for this to work, we need their trust, collaboration, and respect. It’s not about just being in the loop; it’s about being part of the conversation. Building a strategic relationship with your Executive requires effort from both sides.
Sometimes, Executives aren’t sure how to build that kind of relationship or how to make the most of the support we bring to the table. That’s where we step in to guide the way. By proactively building a strategic relationship with your Executive, you can bridge the gap.
If we’re going to get our Executives on board with investing in this partnership, we need to show them the return on investment (ROI). Melba Duncan, in her article “The Case for the Executive Assistant” for Harvard Business Review, nailed it: if an Executive earning $1 million annually works with an assistant earning $80,000, they only need an 8% productivity boost to break even. That’s a powerful data point—and we know a skilled assistant can deliver far more than that. But let’s unpack this further because value isn’t just an innate quality; it’s something we can learn, develop, and refine.
Here’s the first step: know where you already shine. Think about your innate qualities—the strengths you bring to the table without even realizing it. Maybe you’re a pro at managing complex schedules, a calming presence in high-pressure situations, or someone who naturally anticipates your Executive’s needs. Recognizing these qualities is key because they’re your foundation.
From there, ask yourself: where can you develop further? Adding value doesn’t mean doing everything; it means focusing on areas where you can make the most impact. Yes, Duncan’s equation is highly impactful—especially for data-driven Executives—but adding value goes beyond numbers. It’s about asking, “Where else can I shine? Where can I be more visible in building a strategic relationship with your Executive?”
For example:
Adding value also means looking beyond the transactional. While saving your Executive time is critical, what other opportunities can you create? Can you elevate their decision-making by providing insights? Can you create systems or processes that make their workflow seamless? These are all foundational to building a strategic relationship with your Executive.
It’s not just about crunching numbers or saving minutes—it’s about transforming how your Executive works and how the two of you collaborate. And here’s the best part: the confidence we gain from seeing our impact grows with each success. So, take a moment to reflect on what you’re already doing well, where you can improve, and how you can show up in ways that your Executive—and others in your organization—can’t help but notice. This self-reflection is a key step in building a strategic relationship with your Executive.
Because here’s the truth: when we know our value, we don’t just save time. We create it. We create space for our Executives to excel, for our teams to thrive, and for us to grow into the strategic partners we’re meant to be.
Building a true partnership doesn’t happen overnight, and it doesn’t happen by accident. It requires intentional effort, clear communication, and trust built over time. Jerry Wisinski’s Building a Partnership with Your Boss offers a practical and actionable framework to transition from a transactional relationship to a truly strategic partnership. Let’s break it down step by step:
Your Executive makes the decisions and simply informs you. There is no collaboration or opportunity for input—just execution. At this stage, the relationship is transactional, and your role is limited to carrying out instructions. While it may be the starting point for many Assistant-Executive partnerships, the goal is to move beyond this dynamic to one that fosters greater trust and shared decision-making. This is a necessary step in building a strategic relationship with your Executive.
Your Executive shares decisions and reasons behind them, opening the door for questions or clarification. At this stage, you start to see a shift in the dynamic. Instead of simply receiving directives, you’re invited into the thought process. This is your chance to gain insights into your Executive’s priorities, decision-making style, and goals. It’s also where you can begin to build credibility by asking thoughtful questions, offering observations, and demonstrating that you’re not just there to support but to add value. This stage sets the foundation for deeper trust and collaboration, paving the way for the next step in building a strategic relationship with your Executive.
Now we’re getting somewhere. Your Executive actively seeks out your thoughts, listens to your input, and includes you in the decision-making process. This stage marks the shift from being a supportive role to becoming a trusted advisor. You’re no longer just executing plans—you’re shaping them. At this point, you have the opportunity to demonstrate your strategic thinking, problem-solving skills, and ability to see the bigger picture. By contributing insights and offering solutions, you’re helping to drive better outcomes, solidifying your value, and paving the way for a deeper, more collaborative partnership. It’s a pivotal moment in building a strategic relationship with your Executive.
The gold standard. Your Executive not only trusts you to make decisions but also actively encourages you to take ownership and lead in areas of your expertise. This is where true partnership and mutual respect flourish. At this stage, you’re not just following directives—you’re shaping outcomes, driving initiatives, and making impactful contributions that reflect both your capabilities and your Executive’s confidence in you. Empowerment is the ultimate validation of your role as a strategic partner and a testament to the strength of your collaboration. It’s the culmination of building a strategic relationship with your Executive.
Take a moment to reflect on where you and your Executive are in this model. Here are some key questions to help you evaluate your position:
By answering these questions, you can identify where you stand in the partnership and what steps you might take to deepen trust and collaboration. It’s not about rushing the process; it’s about building confidence and strengthening the relationship one interaction at a time. These reflections are essential for building a strategic relationship with your Executive.
By understanding where you stand, you can take steps to move the relationship forward. It’s not about rushing the process; it’s about building trust and confidence over time, one interaction at a time.
The 1:1 Meeting Template for Executives and Assistants gives you the steps to ensure that when you have a one-to-one meeting with your Executive, you get through all the work you need to cover and maximise your time together.
Building a strategic business partnership isn’t just about making life easier for your Executive—it’s about making your role more rewarding and impactful. When we’re aligned and working in true partnership, the results are transformative for both of us.
Once you’ve determined where you and your Executive fit within the partnership model, the next step is taking actionable steps to move through the stages. Each stage builds on trust, communication, and shared responsibility, so here’s how we can progress:
Start by showing interest in your Executive’s decisions and the rationale behind them. Pay attention to how decisions are communicated and look for opportunities to ask clarifying questions. For example, “Can you share more about why this decision aligns with our priorities?” or “What are the key outcomes you hope to achieve with this approach?” This not only helps us learn but also shows our Executives that we’re invested in their success and the broader objectives of the organization. Additionally, begin taking notes on the patterns in their decision-making. What values and goals consistently emerge? By demonstrating curiosity and understanding, we start to transition from a task-oriented role to one that is informed and aligned with their strategic vision. Look for small opportunities to share observations that reinforce your understanding, such as “I noticed this ties closely to the initiatives we discussed last week—is that part of the plan?” These steps signal to your Executive that we’re actively engaged in moving beyond execution to strategic partnership and building a strategic relationship with your Executive.
Begin offering insights and solutions. If your Executive shares a challenge, respond with suggestions such as, “Have you considered this approach?” or “Based on what I’ve seen, this might work well.” The goal here is to establish yourself as a reliable resource they can trust for input. Consistently demonstrate your ability to think strategically and solve problems.
To do this effectively, start by thoroughly understanding the context behind the challenges your Executive is facing. Ask clarifying questions such as, “What’s the main objective we’re trying to achieve?” or “What’s the biggest obstacle in this situation?” This shows we’re engaged and committed to finding meaningful solutions.
Next, leverage your unique perspective as someone who often sees the operational and strategic sides of the business. Offer suggestions that reflect not just what you’ve observed but also your understanding of broader organizational goals. For example, “Based on what I’ve seen from previous projects, this approach might streamline the process and save time.” These moments are opportunities for building a strategic relationship with your Executive.
In addition, actively build a feedback loop. After offering a suggestion, follow up with something like, “Does this align with what you were envisioning?” or “Would you like me to expand on this idea further?” This reinforces that we’re not just presenting ideas but collaborating and refining them based on their input. It’s all part of building a strategic relationship with your Executive.
Finally, document and track the outcomes of your contributions. By reflecting on what worked and what didn’t, we’ll continually refine our ability to provide valuable insights. This proactive approach not only strengthens our strategic thinking but also solidifies our role as trusted advisors in the eyes of our Executives.
This is the stage where we actively seek opportunities to take ownership and demonstrate leadership. Start by identifying areas where you can add value independently. Volunteer to lead projects, streamline processes, or take full responsibility for specific tasks. For instance, you might say, “Would you like me to handle this on your behalf?” or “I can take the lead on this project to save you time.” These moments showcase our initiative and build trust while reinforcing the importance of building a strategic relationship with your Executive.
To truly move into the Empower stage, go beyond completing assigned tasks—start proposing solutions and taking the lead in areas where you excel. Communicate your plans clearly and proactively provide updates to ensure your Executive feels confident delegating larger responsibilities to you. For example, if you’re managing a project, keep them informed of key milestones and deliverables while demonstrating that you’ve got things under control.
Additionally, seek feedback on your performance and incorporate it into future tasks. Ask questions like, “Is there anything I could improve or approach differently next time?” or “What additional responsibilities do you think I’m ready to take on?” This demonstrates your commitment to growth and adaptability, which are key to solidifying your role as an empowered partner.
At this stage, our goal is to position ourselves as people who not only support but also drive outcomes. The more consistently we deliver results, the more our Executives will see us as indispensable strategic partners capable of shaping initiatives and achieving shared goals. This is the ultimate goal of building a strategic relationship with your Executive.
Throughout each stage, communication is key.
Share updates on your progress, seek feedback, and continuously align your work with your Executive’s priorities. Celebrate small wins to reinforce the partnership’s value and build momentum.
Empowerment doesn’t happen overnight, but with intentional effort and persistence, we’ll find ourselves shaping decisions, driving initiatives, and becoming indispensable strategic partners. The journey is worth it—for both us and our Executives.
Ready to take your partnership to the next level? Join us for The Strategic Business Partner Online Course. You’ll learn exactly how to implement the partnership model, build trust, and create a dynamic working relationship with your Executive.
Let’s work together to achieve more, grow in our roles, and prove just how indispensable we really are.
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