New to the Executive Assistant Role
- Nicky Christmas
This guide is designed for new Assistants who have been in the role for a year or less. It covers everything you need to start on the right track. The New to the Executive Assistant role Guide is designed to help you navigate the first year of your new role.
In the Guide you will also find chapters on navigating the tricky world of working with the Executive Team, building rapport with your new Executive, and advising how you can work effectively with a boss who has never had an Assistant before.
We are there every step of the way!
I know what it is like starting as a new Assistant, so I hope you find this guide full of some great advice and practical tips that you can put into action, and of course, I hope it gives you lots of confidence in your new role.
Let’s have a look at what we are going to cover in this Guide.
Content
Assistant Essentials Online Course
Develop the essential skills and competencies to work confidently in the Assistant role. No matter your level or experience, this course will equip you with everything needed to navigate executive tasks like a pro.
Our course is designed to provide a comprehensive foundation for Assistants at any stage of their career, from those just starting to experienced professionals who want to refresh their skills and stay up-to-date with the latest best practices.
Advice for a First-Time Assistant
I was in my early 20s when I landed my first full-time, one-on-one PA role. Before that, I had been working as an account manager. Although the two jobs had similar elements, transitioning into a PA role was a complicated process.
Ten years later, I wish I could sit my younger self down and offer her some much-needed advice! I would tell her to avoid the drastic haircut in 2009 and make better financial choices (you will always have to pay back your credit cards). I’d also offer a few tips about the Assistant role and what to expect. Here is the advice I would give myself when I first became an Assistant:
Mind reading takes practice
It does! From the moment you start working as an Assistant, you are expected to know where everything is, how your boss likes to work, and how to organize their diary. Instead of hoping you will pick it up eventually, ask questions and have regular meetings with your manager. Mind reading comes with time and experience, but until then, ask lots of questions and gather as much information as you can.
The skills you developed as an administrator are the foundation you need to be a successful assistant
All those hours juggling multiple priorities and personalities will serve you well. The tasks from your early jobs help build the much-needed skills for the Assistant role.
Take your training seriously
Go on every training course offered to you and take your career development seriously. Eventually, you’ll realize that the more you know, the more opportunities will come your way.
If you make a mistake, you are not going to get fired
You won’t make mistakes often, but don’t fret when you do. Admit the mistake, fix it, and move on. Panicking won’t change what happened. Trust me, they won’t fire you—they might even laugh about it!
Stand up for yourself
If you are being mistreated, don’t let it slide. Stand up for yourself. Just because you are an Assistant doesn’t mean people can take advantage of you. It’s tough, but you’ll gain respect for it.
Think long and hard about your next career move
Think about what you truly enjoy in your job. Don’t just take a new role for the title or salary—make sure the job is aligned with what you enjoy doing.
You have every right to voice your opinion
When you have something to contribute in a meeting or group discussion, speak up! You might bring up something no one else has thought of.
Be prepared
When you aren’t prepared for meetings or projects, you’ll be asked questions you can’t answer. Do the work beforehand, and always write everything down.
Don’t miss out on the fun
Don’t isolate yourself because you think that’s what the role requires. You can keep your boss’s confidence while still going out and having fun with your colleagues.
You are never going to enjoy the ‘boring’ stuff
Photocopying, scanning, and other mundane tasks are part of the role. Focus on the things you love and get good at them. Soon enough, you’ll be asked to do the fun stuff more often.
Standard Daily Routine Template
Our daily checklist for Executive Assistants is designed to streamline your workflow and ensure nothing slips through the cracks.
Five Things to Do When Starting a New Assistant Role
Ask what office technology your company uses before starting.
Stay up-to-date with the latest office gadgets and technology. If a system is fundamental to your role, ask for training or time to research best practices.Ask for help and keep asking.
If your colleagues don’t know the answer, seek out other Assistants. Keep a record of your requests; it may help future Assistants.Meet your counterparts.
Schedule a lunch, coffee, or after-work gathering to build a network. Introduce yourself around the office if no one else does.Be proactive about talking to your manager.
Have clear goals in mind, and be assertive about what you need and what you can offer.Don’t doubt your knowledge.
Even if you are experienced, give yourself time to adjust. Remember, no one can know everything by the end of the first day!
How can Assistants add value in the workplace?
One of the essential requirements for Assistants is to use your skills to add value to your organisation.
I used to struggle with this during my career as an assistant.
Sure, I worked on projects that contributed to the organisation’s success, but I had many skills that were not used because nobody knew I had them, and I didn’t proactively promote them.
It took a while and a thoroughly excellent boss for me to gain the confidence to promote my skills, to go into meetings and say, ‘Actually, I can do that.’
The first time I was given a project outside of my usual role was nerve-racking, but I did an excellent job (I saved my organisation a lot of money). From there, I had more confidence in my toolkit, as did my colleagues and my Executive. This meant I got a lot more exciting work and was able to add value in different areas.
The moral of the story is that Assistants have considerable skills and can add value in several areas within the workplace; we need to have the confidence to promote ourselves.
Let’s look at areas in which Assistants can add value.
This article from Eat Your Career suggests six ways to add value, and I think it is a great place to start for assistants. The six areas are:
- Save money
- Make money
- Improve the efficiency of a process or procedure
- Improve the quality of a product or service
- Fix an existing problem
- Prevent a future problem
Saving money and making money.
Assistants work with suppliers regularly and can easily research and suggest new suppliers, saving the organisation money. Every year, it is worth reviewing all the suppliers you use and renegotiating your contracts.
You will inevitably save your organisation a little money, and potentially, you could save them a lot.
Making money for your organisation is a little trickier. Well, maybe not. You save your Executive a lot of time.
The time you spend building relationships with existing clients and making new ones. So effectively, you do make your organisation money.
A LOT OF MONEY.
Not many of your colleagues can say that!
However, if you would like to make money for your organisation in a more traditional way, think about networking. There are lots of opportunities for assistants to network, either through industry events or specific assistant events.
While attending these events, it is always worthwhile to think about how your organisation can benefit others. What can you sell at these events?
This is how your Executive thinks while attending networking events, and you should act the same way.
Improving the efficiency of a process or procedure.
Again, this is an area that Assistants can excel in. We are heavily involved in the day-to-day processes and procedures within our organisations.
If there is an area you think can be improved, it is well worth speaking to your Executive about making changes. Sometimes, it is worthwhile just making the change—if you can—and telling your Executive after that, my friend, that is proactive!”
Improving the quality of a product or service.
First, you need to understand what your organisation does to improve the quality of a product or service.
Business acumen is vital for Assistants, but many of us probably do not know all of our organisation’s ins and outs. What are the top products? Who are the clients? What services does your business offer them? Once you have a greater understanding of what your company does, you will be able to participate in conversations about the market and make suggestions.
You are in an excellent position to add value in this area because you are in regular contact with your executive and have access to reports and documents.
Fixing an existing problem, preventing a future one.
Assistants are natural problem solvers. Most of us have this skill in our toolkit. We are well placed in the organisation to see problems and prevent future ones from occurring. Just think, how often are we called upon to sort out the problem with the photocopier?
Our colleagues come to us with all manner of issues, so why not take the time to solve them so that they don’t happen again? This can really add value to the organisation and aid productivity.
Assistants add value every day.
Often without really knowing it.
We are hugely valuable to our organisations. We have so many skills that can be put to good use.
Let’s face it: we all know that sometimes you have the best day at work, feeling on top of the world, high-fiving your teammates and even the CEO. But other times, you want to hand in your resignation to the first person you see and run out of the building as fast as you can.
We all have ups and downs, but sometimes in any role, you may feel like you’ve lost the motivation you once had. You’re just going through the motions, surviving the workdays and looking forward to the weekends.
You’re not thriving, and that’s something you need to feel in your job.
Of course, we can’t all be “Miss Motivated” every day, but you should feel excited about your role and what you’re going to accomplish most days.
How to Thrive, Not Just Survive, as an Assistant
Surround yourself with motivated people
This shouldn’t be difficult as an Assistant, because you interact with senior staff members, who should theoretically be the most motivated people in the office!
These are the decision-makers and leaders, and you can feed off their energy and motivation. In turn, spend less time with people who drain your time and energy. Having genuine friends at work can also boost your motivation.
Spend time with people you enjoy, both in and outside of the office.
Be brave and challenge yourself
It’s easy to stay inside your comfort zone because it feels safe, but challenging yourself and doing things that require courage will help you grow both personally and professionally. Take on projects that make you a little nervous, that challenge your skills and push you out of your comfort zone.
I always ask myself, ‘What’s the worst that could happen?’
Usually, the answer is that I might be embarrassed, but in reality, no one else really cares but me.
Be proactive
I write about this a lot because it’s such an important skill for Assistants. Being proactive instead of reactive can really help you thrive in the role.
Why?
Because you’re not just doing the work people ask you to do; you’re creating your own role, working on your own projects, and adding value wherever you see fit.
This is a much better position to be in as an Assistant, and it will lead to more opportunities.
Set objectives
There’s nothing more satisfying than completing a goal you’ve set for yourself. It’s an incredible feeling.
It’s easy for Assistants to forget about setting their own objectives because we’re so busy helping others achieve their goals. But to thrive in your role, you need your own set of goals and objectives for the month, quarter, and year.
You need to know where you’re going, what’s expected of you, and how you can grow in the role.
Key Soft Skills for New Assistants
I’m not exaggerating when I say this is a crucial chapter of the guide. We cover many vital competencies to help you succeed in the role, so take your time with it. Revisiting the content a few times to fully absorb it and implement some suggestions is a great way to reinforce your learning.
Stepping Outside Your Comfort Zone
A crucial aspect of being an Assistant is organizing everything behind the scenes so others can shine.
We are so used to being in a supportive role that we often get stuck in a rut with our own personal and professional development. I wonder if this stops us from putting ourselves forward and taking the spotlight now and then. At a certain point in an Assistant’s career, we know the role well and become comfortable within the safety of our comfort zone.
The problem is that within your comfort zone, there’s the possibility of disengaging from challenges, leaving you unmotivated and bored.
Don’t get me wrong—you’ve worked hard to reach a point where you feel comfortable. But if something feels missing, and if you want more challenging work, you need to step out of your comfort zone now.
Here’s why:
We grow professionally and personally when we do things that scare us a little. Set yourself a goal, something that will stretch you. Write it down, define what you want to achieve, and go for it!
We discover what we enjoy in life by trying new things. Without stepping outside our usual activities, we may never uncover hidden skills, figure out what we’re good at, or know what truly makes us happy.
I bet the last time you felt giddy with happiness, you were at least a little outside your comfort zone!
You’ll also be able to answer those nagging “what if” questions with real evidence, rather than leaving them unanswered.
You don’t know what you’re missing until you try it!
Finishing something you initially fear will bring a real sense of achievement.
The first time I got on stage and spoke to an audience about The EA Campus, I was so scared I wanted the ground to swallow me up.
But I did it.
I keep doing it, and when I get a round of applause at the end of my presentation, I feel a sense of accomplishment because I’ve pushed myself far outside my comfort zone.
Breaking habits is a good thing. Of course, stepping out of your comfort zone might introduce new routines, but at least they’ll be fresh!
There is no better way to grow than by doing the things you fear. Breaking through that barrier always leads to growth and a new understanding of what you’re capable of.
It’s easy to get bored in a comfort zone; you’ll miss out on adventure and excitement if you stay where you are. Remember that each time you reach a milestone, you’ll have a wealth of memories, experiences, and knowledge to draw on the next time you face a challenge.
It becomes much easier to say yes to exciting work once you’ve pushed yourself out there.
Once you step forward, you never know who’s watching. Trust me, some people are doing the work you’re hesitant to try—with far less skill and talent than you have. You’ve got this. Go for it!
In the end, we only regret the chances we didn’t take. So, even if you take a small step outside your comfort zone, it’s a move away from doing the same old thing. Once you take the leap, you’ll stand taller, feel more confident, and experience pride—all good things!
Don’t play small!
The possibilities for Assistants are endless, and you should never play small in your career. You are not inadequate, so don’t play small in life. As Diana Ross once said, “You can’t just sit there and wait for people to give you that golden dream. You’ve got to get out there and make it happen for yourself.”
Confidence is Key for Assistants
Having low self-esteem or confidence issues can be a real challenge, especially in the office and especially for Assistants. We have a difficult job, and if we can’t stand up for ourselves, it makes the role a lot harder. It can lead to feeling unchallenged, unappreciated, and, more importantly, managed ineffectively by your Executive.
Although not all of us are blessed with unwavering self-confidence (I certainly am not!), there are areas within the role where every Assistant should feel comfortable and confident in their abilities.
Here are my top three:
- Skills
The skills you’ve developed over the years are unique to you and make you stand out in your organization. Confidence comes from knowing what you’re really good at, whether it’s being super organized, staying calm under pressure, building rapport easily, excelling in IT, or speaking multiple languages. Be proud and confident in the skills you’ve developed over the years—they make you a fantastic Assistant.
- Key Tasks
Certain tasks require confidence to execute well, and this goes without saying. For example, managing diaries and emails, organizing travel, working with Microsoft Office, and being a strong gatekeeper for your Executive are essential. Being confident in these areas is crucial because it ensures you do your job well. If you’re not sure of your abilities in these tasks, it can lead to problems with your Executive. For instance, if you’re not confident about moving meetings or rescheduling their diary without asking, they might start handling their own calendar—which can lead to chaos.
- Communicating with Senior Staff
This is tricky but essential. If your Executive is a board-level director, you’ll likely need to work and communicate with other senior executives regularly. Some may be difficult to approach, but you must have the confidence to deal with them on your Executive’s behalf. Whether it’s scheduling meetings, discussing deadlines, or simply making small talk outside your Executive’s office, you’ll need to handle these interactions confidently. If you’re not comfortable doing this, push yourself out of your comfort zone. Instead of waiting to speak to their Assistant, pick up the phone and call them directly. Plan out what you’ll say ahead of time, and once you’re more comfortable on the phone, pay them a visit in person. Building rapport makes future interactions much easier.
Five Tips on How to Feel Confidence When You Really Don’t
Taking Initiative and Being Proactive as an Assistant
Assistants need to be proactive to stand out and be recognized in the workplace.
Being proactive, showing initiative, and demonstrating your value should ultimately lead to promotions and recognition. However, it’s not always easy—it can be challenging to figure out where to start.
How can you, as an Assistant, show initiative?
Where do you even begin?
Here are a few areas within the role where Assistants can demonstrate initiative:
Managing Your Executive’s Time
Managing your Executive’s time is a fundamental responsibility and an excellent opportunity for Assistants to show initiative. I love this description of what Assistants should focus on when managing their Executive’s time:
“I think a successful Assistant serves as a first line of contact or liaison with the rest of the staff and clients. Your supervisor, manager, or CEO can be extremely busy, and their time should be protected from interruptions—not because they are too important, but because they can provide better responses when they are prepared for the requests or inquiries coming through. A good Assistant should be able to handle most requests in a way that not only provides the necessary information or time but also gathers key details so the manager or CEO can deliver the best possible response.”
Assistants can prevent unnecessary interruptions to their Executive’s time and act as the first point of contact for issues. Proactively organizing and packaging all the information you receive during the day and presenting it to your Executive in one-on-one meetings is a great way to show initiative.
Tackling Simple Administrative Tasks
Administrative tasks are a core part of any Assistant’s role.
Take full ownership of these tasks, improve processes where possible, and ensure your Executive doesn’t have to handle any of this themselves. Demonstrating mastery of these foundational elements of the role increases the likelihood that you’ll be entrusted with additional, more exciting responsibilities.
Doing Your Homework
Business acumen is a vital skill for Assistants and offers an excellent opportunity to show initiative.
Stay informed about office dynamics and keep your Executive in the loop. If you’re aware of new policies being implemented, assist in transitioning your Executive and team into the process. If you come across events or news that could impact your manager, present the information in a way that benefits them.
These actions don’t require input from your Executive but can have a significant positive impact on their work.
Collaborating with Your Colleagues
Another way to show initiative is by volunteering for tasks, taking on extra responsibilities, and supporting your colleagues. While this approach can be demanding, it helps you build relationships with people who can advance your career and shows your Executive that you’re capable of working independently.
That said, remember this: Don’t say yes to every request.
Discretion at Work for Assistants
Look at any job description for Assistants, and you will see the word discretion. It is a critical skill for Assistants and something we must practice daily.
One slip can jeopardize your reputation and all the hard work you’ve put into building a relationship with your Executive.
With that in mind, let’s explore discretion at work for Assistants and how to build trust in every aspect of the role.
People Want to Know What You Know
This is important to understand.
In any business, information is currency, and people want to be in the loop. Your colleagues will know you have access to information they don’t, and some may try to get that information from you.
It is your responsibility to be discreet and keep your Executive’s confidence. So how do you do that?
Transitioning from understanding the importance of discretion to leading by example is a natural progression. Once you grasp how critical it is to protect sensitive information, the next step is to model this behavior for others, setting a standard of professionalism and integrity in the workplace.
Lead by Example
This is a great place to start.
Suppose your colleagues are sharing office gossip. Work out quickly if it’s harmless or something you should avoid. Here’s something I wrote on this subject a few years ago:
It can be difficult not to get involved in gossip and general office banter. It’s fun, and it makes the day go by faster. Some gossip can be harmless, and I wouldn’t suggest avoiding it entirely. However, you should identify harmless gossip, like what happened at happy hour or a team joke, and distinguish it from harmful gossip. Avoid discussions about staff who aren’t present to defend themselves or company events that affect jobs or pay. If you consciously choose not to engage in harmful gossip, your colleagues will notice and avoid discussing it with you further. Also, don’t start any gossip yourself, no matter how harmless it seems. If you initiate it, people may assume you’re willing to share more sensitive information later.
Once you’ve set an example by avoiding harmful gossip, the next step is to hone your judgment. Effective discretion requires not only avoiding pitfalls but also actively managing information in a way that supports your Executive and team.
Use Your Judgment
Assistants have access to a lot of sensitive information about the business and the people working within it. Executives often rely on their Assistants to disseminate information appropriately. To do this effectively, you need a thorough understanding of the business.
You must know what’s happening, who it will affect, and how your Executive wants you to handle the details. If you’re unsure, don’t share any information until you’ve clarified with your Executive. Otherwise, trust your judgment. Your Executive trusts you to act on their behalf—do so wisely.
Understanding how to use your judgment naturally leads to a broader discussion about transparency in the workplace. Balancing openness and professionalism is key to maintaining trust and authority in your role.
Transparency in the Workplace
Work environments are becoming more transparent, and that’s a good thing. It’s great to work where you feel supported and at ease with your colleagues and even know your Executive’s family and hobbies. However, as an Assistant, you shouldn’t be an open book.
While it’s fine to share some aspects of your personal life, you must maintain professionalism. You are privileged to access sensitive information, and excelling in your role depends on keeping those details private and confidential.
With transparency comes vulnerability, which can sometimes lead to criticism. Handling feedback gracefully is the next crucial skill for maintaining professionalism and resilience as an Assistant.
SMART Objectives Template
This exclusive bundle of resources is designed especially for Assistants – it includes a range of useful templates, including examples of SMART objectives for Executive Assistants, goal-setting worksheets, conversation templates, and more.
Developing Diplomacy and Tact
In this post on core soft skills, I’m focusing on diplomacy and tact for Assistants. Assistants need a variety of soft or interpersonal skills—some are essential, some are nice-to-have, and others are helpful but not always necessary. Diplomacy (or at least tact) is an absolute must-have.
In my mind, diplomacy is “the art of dealing with people sensitively and tactfully.” It’s about communicating in a way that considers others’ feelings and their potential reactions to the situation. It’s a skill that allows Assistants to find common ground with every person at every level of business. For these reasons, it’s incredibly helpful for Assistants to be diplomatic.
But let’s face it, diplomacy and tact aren’t always easy skills to master. The world would be a much better place if everyone were diplomatic! Sometimes it’s difficult to find common ground or communicate effectively with demanding people.
Here are a few suggestions that may help you be diplomatic in those high-pressure situations we often face as Assistants.
Think Before You Speak
Yes, I know—easier said than done! When a senior manager wants to squeeze time into your Executive’s packed schedule and won’t take no for an answer, it can be tough to take a step back and think about what to say. But this is where diplomacy skills become invaluable.
Take a few seconds to consider where this person is coming from. They’re probably stressed and under a tight deadline, needing a decision from your Exec to complete their work. Adjust what you say accordingly.
Get to Know People
Professional diplomats are also expert networkers—they know everyone. Assistants should be the same. Understanding what’s going on around you, what pressures people are facing, and having a general sense of priorities in the workplace will help you make more diplomatic choices and improve your communications.
For example, announcing your promotion while several colleagues have just been made redundant will not make you popular. Being aware of the bigger picture helps sharpen your diplomacy skills tremendously.
Pick Your Battles
This is advice I received recently from a mom of three small kids, and it applies perfectly to Assistants! Diplomacy isn’t just about communicating effectively; it’s also about knowing when to walk away from conflict, when to just get the task done, or when to stand up for yourself and be heard.
If you decide that conflict is inevitable, here are a few simple tricks to ensure you stay tactful:
- Stick to the facts.
- Focus on the issue at hand, not on the person or any personal grievances.
- Decide what you want out of the conflict and what you hope to achieve.
- Don’t raise your voice.
- When you disagree with someone, back up your opinion with evidence. (“You want to do it this way, but I believe this way is better, and here’s why.”)
You might think that diplomacy seems like extra hassle when you’ve already got enough on your plate. It can even seem like you’re going out of your way to be kind to difficult people. But Assistants must be able to communicate with everyone, especially in high-pressure situations. As a gatekeeper, part of your role is to reduce the number of—yes, I’ll use the word—“idiots” that get into your Executive’s office. If, for example, you can either handle a Senior Manager’s request yourself or calm them down before they meet with your Exec, you’ll save your boss a lot of unnecessary stress.
A lot of our time is spent managing relationships, and having diplomacy skills makes that process much smoother.
How to Stop Your Personal Life From Affecting Your Work
This is a question I’ve faced many times in my career. Your personal life can affect your work in many ways, whether it’s a few late nights that leave you tired in the office or real stress at home that impacts your performance. So how do you stop what’s happening at home from interfering with your work?
Here are a few tips if you ever feel less than 100% at work.
Use work as a distraction from your personal issues by really diving into your tasks. If you can’t focus entirely on your work, now is a great time to tackle those basic tasks you’ve been putting off because they’re a bit dull. Got filing or a stack of photocopying to do? Use this time to knock out those simple tasks.
If you’re not very busy at work, this is the time to get busy. Ask to sit in on meetings, or offer to run errands for other staff members—anything to keep your mind off what’s going on at home. Focusing on work can often help put your personal worries into perspective.
It’s okay to talk to trusted colleagues, but try to keep these conversations to lunch breaks or over coffee away from the office. It’s good to talk through your problems, and they may be able to help with work-related issues, but don’t make it a regular habit. You don’t want to become too reliant on your colleagues for emotional support.
If you’re “tired” (and by tired, you know I mean you’ve been socializing a little too much), remember, you only have to get through eight hours. Drink plenty of coffee, take regular breaks, go straight home after work, and get an early night.
Can you talk to your manager? If so, do it. I’ve had times when I’ve needed to explain to my boss why I wasn’t performing at my best. They noticed and appreciated my honesty. My manager allowed me to leave early to sort things out at home, and I started fresh the next day. It made a huge difference.
Many companies also offer support through a helpline that covers a range of issues, from financial problems to legal advice to counseling. I’ve used these hotlines before, and while the information might be generic, it can point you in the right direction.
Plan something nice for the weekend ahead, even if it’s just time spent relaxing at home. If home is the source of stress, plan to go out or do something that helps you unwind. A good weekend will help you feel refreshed when you’re back in the office on Monday.
If you need time off to resolve your issues, take it. Whether it’s a personal day, vacation, or even calling in sick, sometimes you need that time away. If it’s urgent, your manager should understand. If they don’t, it speaks volumes about the company’s approach to employee well-being.
It’s important to keep your work life and personal life separate, and sometimes that means putting on a brave face and pushing through the day. But if your personal life becomes overwhelming, don’t hesitate to talk to your manager or HR. As long as it’s not a regular occurrence, your company should understand, provide support, and help you through it.
Speaking With Authority
Here are my top 10 tips for speaking with authority at work:
Remember that Assistants always represent their boss. This isn’t the case for your colleagues. In any form of communication, try to channel your manager’s authority by using a similar tone, whether in emails or phone conversations.
Christine Jahnke, a speech coach and author of The Well-Spoken Woman, said, “Once you are in the room, recognize that you belong there.” This is such good advice for Assistants. There’s a reason you’re at the meeting, even if it’s just to take minutes. Speaking with authority means believing in your voice and having the confidence to voice an opinion. Easier said than done, but the first step is recognizing that you belong in the room!
Plan what you’re going to say before you say it. Assistants are already skilled at delivering information in quick snippets between meetings. So we should already be concise and articulate. Planning what you say beforehand will add clarity to your message and make you look like you know what you’re talking about—the key to speaking with authority.
Take a breath! This is something I’m still working on. I tend to speak quickly, so I have to remind myself to slow down and breathe. A measured pace when speaking makes you appear in control and thoughtful.
People who are confident in their authority rarely flaunt it. I like to add humor and personality to my communications, hoping people see that I’m comfortable with my role. I know I have the authority to manage my boss’s diary and decide which meetings he attends, so I project calm and ease when handling these tasks. This helps me connect with colleagues and clients in ways that go beyond just being articulate and polite. It makes me seem naturally authoritative in managing the schedule.
Speak to your manager about your authority. How much power do you actually have? What decisions can you make without their approval? Once you understand the boundaries, own them! Take pride in your decision-making, see yourself as an expert, and remember, you will be judged on how well you manage these tasks.
It’s easy to get upset when your authority is challenged, and it will happen at some point in your career as an Assistant. Trust me! My best advice is to try hard not to let it upset you. Don’t let the person know you’re angry or hurt, as this could undermine your authority. When you feel your temper rising, say you’ll take their feedback on board and respond later. Then, take a breather in private! As much as you want to be liked at work, being respected is more important. Keep your emotions in check and have confidence in your authority.
Speaking with authority doesn’t include filler words like “um” or “uh.” Nor does it involve fidgeting or playing with your hair. (Yes, I was once nicknamed “Bridget the Fidget” as a kid!) I’m still working on this, but you’ll definitely sound more authoritative once you’ve minimized these
What Tasks Should Assistants Manage?
As I’ve always said, our primary role as Assistants is to free up time in our Executive’s day so that they can focus on the big-picture priorities. We can help achieve this in many ways, such as managing their calendar effectively, minimizing interruptions, and generally keeping them on track. Another way to ensure our managers stay focused is to take charge of specific tasks that they should have little to no involvement in—or should only be informed about when necessary. I’ve outlined these tasks formally so readers can integrate them directly into their job descriptions. So, which tasks should Assistants manage completely?
Communications
Assistants should draft all communications to staff, including meeting notes, updates, or announcements. For critical or high-level messages, Assistants should prepare the communication for the Executive, allowing them to review or amend the details before sending it out on their behalf. Assistants should also handle all inbound communications, organizing and determining which information is essential for the Executive to see.
Research
Assistants should conduct research on behalf of their Executive. This could involve gathering details about a new client and their business, reviewing other organizations’ annual reports, or checking the LinkedIn profiles of potential business contacts. This not only saves the Executive time but also better equips them for meetings with new individuals.
Document Administration
For new Assistants, managing document administration is a key task. Assistants should determine which documents their Executive needs to review, scheduling time in their calendar for catching up on paperwork, reading, or similar activities. They should also forward documents to relevant staff members or file them as necessary. Assistants must ensure all confidential materials are securely locked away or shredded. Any documents sent to the Executive should first go through the Assistant, who can print or format them appropriately for scheduled reading time. This applies to board papers and high-level reports as well.
Email and Calendar Management
Assistants should oversee all of their Executive’s emails. They should respond to emails and send messages on the Executive’s behalf. Additionally, the Assistant should manage the Executive’s calendar entirely, ensuring the Executive does not make edits themselves (in an ideal world). Instead, all meeting requests should be directed to the Assistant. The Executive should be informed of any diary changes, which should be discussed during the daily Assistant-Executive check-in meeting.
Business Travel
Executives should not organize their own business travel, no matter how quick or simple they believe it is. Assistants should handle all aspects of business travel, including domestic and international trips. Travel updates and plans should be reviewed with the Executive during the daily check-in.
Purchase Orders, Invoices, and Expenses
Assistants should manage all financial aspects of their Executive’s office, such as purchase orders and invoices. They should also oversee the expenses process, including organizing receipts and completing the necessary paperwork. Ideally, Assistants should have the authority to sign off invoices and expenses for other staff members on behalf of their Executive. If this is not feasible, Assistants should schedule time in the Executive’s calendar for document approval.
Holiday and Sickness Records
If the Executive manages a department, the Assistant should handle all holiday and sickness records, with authority to approve standard vacation requests and short-term sick leave. The Executive should only be informed if an absence exceeds typical time off or if there are frequent absences.
Administrative Systems
Assistants should have full control of administrative systems and day-to-day office management. These tasks include maintaining office equipment, ordering supplies, managing office furniture, booking meeting rooms, and ensuring smooth operations. Executives should not have to worry about administrative issues. Assistants should ensure everything runs seamlessly.
Suppliers
Assistants should oversee relationships with suppliers directly serving their Executive or department. This includes researching new vendors and managing contracts, communications, and invoices.
Point of Contact
Assistants should serve as the primary point of contact for anything related to their Executive. To save the Executive time and enable focus on strategic priorities, Assistants should filter all communications, meeting requests, administrative matters, and financial tasks. By effectively managing these responsibilities, Assistants empower their Executives to focus on what truly matters.
10 Do’s and Don’ts for Managing Your Executive’s Tasks
I assume your Executive has a task list they use daily to stay on top of their work!
Ideally, this task list will be accessible to you, and you’ll have the ability to edit and update it as needed. If not, consider suggesting to your boss that you collaborate on managing their to-do list. For Assistants, this can be an incredibly effective way to save your Executive time and increase their productivity.
Here are my top ten do’s and don’ts for managing your boss’s task list:
Do: Complete as many tasks on their behalf as possible. There may be straightforward tasks that you can handle and check off.
Don’t: Forget to add tasks with deadlines to your Executive’s calendar. Ensure they have enough time in their schedule to complete the work.
Do: Suggest apps or tools that can help your Executive stay organized and on top of their to-do list.
Don’t: Let your boss accumulate an overly long task list. The list should be actionable and regularly updated. During your 1-on-1 meetings, review the list together and make sure tasks are either completed or time is allocated for their completion.
Do: Help your Executive break large projects into smaller, manageable tasks. Take on the tasks you’re capable of handling. If you notice vague tasks like “organize desk and files,” ask for clarification and suggest taking care of it yourself.
Don’t: Delete completed tasks from your Executive’s list. Instead, move them to a “completed” section so your Executive can see what’s been accomplished. If you’ve completed tasks on their behalf, add them to the “completed” section and keep a personal record as well.
Do: Help your Executive prioritize their tasks. The most important tasks should always be at the top of the list.
Don’t: Allow your boss to fall behind on tasks because they’re waiting for information from others. Follow up with colleagues and set deadlines, especially if a task has been sitting on the list for a while.
Do: Discuss the task list regularly during your catch-up meetings. Communicate when tasks are completed and when new or urgent tasks are added to ensure you’re both aligned.
Don’t: Forget to include time estimates for each task. This helps your Executive plan their day effectively, especially when urgent tasks need immediate attention.
By following these do’s and don’ts, you’ll be able to manage your Executive’s tasks more effectively, making both of your workdays more productive and less stressful.
Greeting Guests and Making a Great First Impression
Looking back on my career as an Assistant, I can recall a few moments where I made a great first impression. For example, I remember nailing a first interview so well that I got a call later that day telling me the Executive didn’t need to interview anyone else—the job was mine if I wanted it. Another time, I had just started at a new organization and was invited to their awards dinner. I found myself seated at a table with five board-level directors. I was a bundle of nerves but managed to come across as outgoing, confident, and engaging. I’ll admit, a glass or two of wine helped with that one!
I’ve had my share of great first impressions. But as an Assistant, meeting new people was practically a daily occurrence. It was a big part of my job to greet people at reception, find whoever my boss was meeting, and escort them to the office. Sometimes, this walk could take a while—especially if an elevator was involved.
Looking back, I didn’t put much thought into those interactions. They were just part of the routine. Most of the time, the person wasn’t particularly interested in me; my job was simply to be friendly, polite, and not get lost on the way, though that did happen once.
There were also times when I was in meetings with new clients. Apart from the usual smiles and pleasantries, I didn’t go out of my way to stand out. As I shook hands, my mind was probably preoccupied with finding the teas and coffees or mentally preparing to take meeting notes.
We’re all told that first impressions matter, but it can be hard to be “on” all the time, especially when you have a million other things to juggle.
But what if I had given those everyday interactions more thought? What if I had approached them with the same level of effort I put into interviews and social occasions? Who knows what opportunities might have come my way? As I reflect, I realize that making a great first impression is a critical skill, especially for new Assistants.
When I think about the times I made a lasting first impression, a few key strategies stand out. Before interviews, I thought carefully about what I wanted to achieve—landing the job. That focus helped me prepare, dress the part, and approach the meeting with confidence. Similarly, during social events, my goal was to be interesting and genuinely interested in others. I prepared a few conversation starters and questions to avoid awkward silences. I wanted people to remember me, having a last name like Christmas certainly helped, which made it easier to connect with them later.
My natural posture isn’t great unless I consciously focus on it, but being aware of my body language made a noticeable difference. Standing tall, making eye contact, and smiling warmly went a long way toward creating a positive impression. Confidence is key. During interviews, I reminded myself that I was a strong candidate who could excel in the role. At social events, I made an effort to relax and enjoy myself, knowing that I had as much to contribute to the conversation as anyone else at the table.
Opportunities don’t just fall into our laps as Assistants. We have to be highly productive and seize every chance to stand out. While we may not have time to shine brightly all day, we do meet a lot of important people. Making a strong first impression can turn those encounters into unexpected opportunities.
It doesn’t take much—just five minutes of thought before meeting someone can make all the difference. Consider who you’re about to greet, how you want them to perceive you, and what kind of impression you want to leave. Those small moments of preparation can lead to big opportunities down the road. Who knows where that first impression might lead?
Dealing with and Remembering Random Requests
I was watching The Devil Wears Prada the other day, and while it’s a fictional story, I have to admit that some of the interactions between Miranda Priestly and her assistants hit close to home. This line, in particular, felt surprisingly realistic:
“Tell Simone I’m not going to approve that girl she sent me for the Brazilian layout. I asked for clean, athletic, smiling. She sent me dirty, tired, and paunchy. And RSVP yes to Michael Kors’ party—I want the driver to drop me off at 9:30 and pick me up at 9:45 sharp. Call Natalie at Glorious Foods and tell her no for the 40th time—no, I don’t want dacquoise; I want tortes filled with warm rhubarb compote. Then call my ex-husband and remind him about the parent-teacher conference at Dalton tonight. Then call my husband and ask him to meet me for dinner at that place I went to with Massimo. Tell Richard I saw the photos he sent for that feature on female paratroopers, and they’re all deeply unattractive. Is it impossible to find a lovely, slender female paratrooper? Am I reaching for the stars here? Not really. Also, I need to see all the things Nigel pulled for Gwyneth’s second cover try.”
I’m not used to glamorous references, but the constant flood of random requests? Absolutely relatable. I’ve spent countless hours searching for papers my manager misplaced (or never actually had), trying to recall the names of hotels and restaurants they visited years ago, or tracking down clients they met briefly at some conference. Beyond remembering the details, the real challenge is keeping track of the requests themselves.
Over the years, I’ve developed various strategies to ensure I remember everything my boss and colleagues ask me to do. Here are my top 10 tips for managing those random requests and setting new Assistants up for success:
Good Old-Fashioned Pen and Paper
This is still my favorite tool for keeping track of tasks at work. Whenever I get called into my manager’s office, I grab a pen and notebook. On my desk, I keep a large A4 desk pad for jotting down quick notes, phone numbers, or tasks people give me on the fly. I transfer these notes to my task list later. I also carry post-it notes and a pen around the office—you never know when someone will stop you with a request.Ask for Confirmation
When a request comes from a junior team member, I ask them to email me the details. This creates a record of the task and ensures they genuinely need my help, rather than just passing off work they could handle themselves.Set Alarms for Timely Tasks
For time-sensitive requests—like printing a boarding pass before my boss leaves for a flight—I set alarms on my phone. Even if I remember to do it earlier, having the reminder ensures nothing slips through the cracks.Use Calendars for More Than Meetings
I add tasks to my calendar, not just meetings or appointments. For example, if something needs to be done by a specific future date, I create a reminder. This way, I can plan ahead and also reference past events when needed.Do Small Tasks Immediately
If a task is quick—like printing or photocopying—I do it right away, even if it interrupts my workflow. It’s better to get small jobs off your plate immediately than to let them pile up.Make Your To-Do List Your Best Friend
I update my to-do list daily and create a new one every week, carrying over any incomplete tasks. Knowing exactly what’s on my list, what I’ve done, and what’s left to do helps me stay organized. Crossing tasks off the list feels incredibly satisfying and keeps me productive.Archive and Search Instead of Filing
Rather than meticulously filing everything, I maintain a comprehensive archive system and rely on search functionality to find what I need. I never trash emails or documents because you never know when your boss will ask, “Can you find that paper I had yesterday morning?”Use Technology to Stay Organized
Apps like Evernote are great for tracking information, and I often use Dragon Dictation to convert voice notes into emails when I don’t have a pen and paper handy. I also use my phone’s camera to take photos of things I need to remember and email them to myself.Pay Attention to Your Boss’s Habits
While I’m not suggesting you follow them around, paying attention to how your boss works can help you anticipate their needs. For example, knowing how they handle paperwork or store documents makes it easier to track things down. Similarly, ensuring meeting names and locations are added to calendar entries makes it easier to reference past events.Build Habits
The most important piece of advice is to turn these techniques into habits. Always grab a pen and notebook when heading to your boss’s office. Write down requests immediately, even if it’s on a post-it. When these actions become second nature, you’ll find it much easier to stay on top of everything.
By using these strategies, you can keep track of random requests and ensure that nothing slips through the cracks, no matter how chaotic the day gets.
Improving Your Attention to Detail
A few years ago, an interim manager complimented me on how much work I could produce in a short amount of time (though starting at 7 a.m. meant my “short” time wasn’t so short). However, he also pointed out that I needed to improve the quality of my work.
I had to agree with him. While I was efficient and could get through a lot of administrative tasks, the quality wasn’t as polished as I would have liked. More complex projects were also rushed, with little thought given to them. I avoided taking on interesting assignments because they required more time and focus than I could afford.
These missed opportunities were frustrating since those projects were the ones that led to promotions, recognition, and rewards. They were also the ones that demanded more attention to detail—something I didn’t feel I had time to provide. Often, I would have needed to learn new skills, which wasn’t realistic given my packed schedule.
As a result, my work sometimes included spelling or grammar mistakes. Being someone who isn’t naturally a great speller, I didn’t always have time to proofread or double-check my work. I think many assistants can relate—when you’re juggling so much, the tasks requiring more focus or addressing weaker skills tend to get less attention.
Unfortunately, attention to detail is crucial in our role as assistants. Over the years, I’ve picked up a few tips that helped me improve this skill. These techniques were particularly helpful and can be especially beneficial for new assistants managing multiple priorities.
Proofread
Ask a trusted colleague to proofread your work, and offer to do the same for them. Since they’re busy too, save this for important documents and make sure you’ve checked the work yourself several times beforehand. Ask them to review not only spelling and grammar but also the content and tone. Does the message make sense? Have you communicated the right points effectively?
Focus on the Quality of Your Work
Just as we ensure our managers’ work is error-free, we should apply the same level of care to our own tasks. Our work reflects not only our standards but also our managers’, so it’s important to aim for the same level of quality.
Dedicate Time to Detail
Assistants are known for their multitasking abilities, but multitasking often sacrifices focus and precision. Reserve multitasking for routine tasks that require action rather than concentration. For more complex projects, carve out dedicated time to focus entirely on the work.
Stay Structured and Organized
Managing tasks through to-do lists and maintaining structure helps prevent last-minute panic and ensures attention to detail. Prioritize your tasks so that routine work is completed quickly, leaving ample time to focus on more critical projects that require careful thought.
Limit Distractions
If possible, work from home or book a quiet meeting space when tackling important projects. If neither is an option, consider alternatives like sitting in a coffee shop or creating a focus-friendly environment at your desk. Wearing headphones or putting up a sign indicating you’re concentrating can signal to colleagues that you need uninterrupted time.
Take Breaks
Procrastination is often a sign that you need a mental break. If you catch yourself scrolling through social media or zoning out, take 5-10 minutes to step away from your desk. A short break can refresh your mind and improve focus when you return to work.
Set a Standard for Quality
Define a clear standard of quality for your work. While different tasks may require different levels of precision, always ensure that the quality reflects well on you. Ask yourself: “Am I comfortable being associated with this work?” If the answer is no, take the time to improve it.
By applying these strategies, you can improve your attention to detail and ensure your work consistently meets high standards. This not only enhances your reputation but also opens the door to more rewarding opportunities.
Dealing with Confidential Information
As Assistants, we regularly handle confidential information. We see our Executive’s emails, open their mail, and often hear private details about other staff members. One of the essential tasks for new Assistants is maintaining the confidentiality of this information. We encounter confidential matters in various forms, such as classified electronic documents visible on our computer screens, paperwork on our desks, and personal information overheard or entrusted to us.
Maintaining confidentiality is critical. We must be trustworthy and keep all sensitive information to ourselves, no matter how challenging it may be. This can raise questions: How do we keep private information a secret? How do we maintain productive relationships with colleagues who know we have access to sensitive details? How do we deal with office gossip? The simple answer is to stay silent and keep information confidential. However, this is easier said than done, especially for those new to the role.
I remember a time when I worked for a department undergoing restructuring. A staff member sitting near me bombarded me with sneaky questions, trying to trick me into revealing information. They even told others I wasn’t sharing what I knew, making me seem like I wasn’t a team player. It’s hard to withstand this kind of pressure, but as Assistants, maintaining trust and confidentiality is part of the job.
Avoid Gossip
While lighthearted office chatter can be harmless and fun, steer clear of gossip that involves discussing other staff members or sensitive company matters. If you avoid participating in such conversations, colleagues will likely stop involving you in them.
Use Your Role to Your Advantage
Assistants are often referred to as their manager’s “eyes and ears.” This doesn’t mean tattling on colleagues but understanding the office dynamic and observing behavior. When colleagues know you’re privy to sensitive information and trustworthy, they’re less likely to pressure you to share details.
Be Honest
When pressed for information, it’s best to be upfront. If a colleague asks you about confidential matters, a simple, “I’m an Assistant, and I can’t discuss that,” is often the best response. Avoid deflecting or making excuses, as it can take more energy than simply stating the truth.
Limit Exposure to Sensitive Information
Sometimes we stumble upon confidential information unintentionally, like reading sensitive emails or printing reports with private details. To avoid this, don’t skim-read sensitive emails or reports unnecessarily. Focus only on the task at hand to limit exposure. Maintaining confidentiality can be challenging, especially when dealing with colleagues who may be affected by the information. However, balancing discretion and approachability will help you navigate these situations successfully.
Handling Confidential Electronic Documents
With technology like cloud storage, email, and instant messaging platforms, it’s essential to safeguard sensitive electronic information. Position your desk so others can’t easily see your screen. If necessary, use a privacy screen. Always lock your computer when stepping away, even briefly. Use encryption for sensitive files and mark emails as “confidential.” Regularly clean up your online files, deleting temporary files and organizing sensitive documents into secure folders. Keep your phone and devices password-protected. Avoid sharing sensitive information through casual platforms like WhatsApp. If used, set clear boundaries for professional communication. Use collaborative tools like Trello or Google Docs with strict access controls.
Handling Confidential Paperwork
While many offices aim to go paperless, physical documents are still common. Only print documents when absolutely necessary. Never leave sensitive papers unattended on your desk. Lock them away if you step away. Use personal or secured printers for confidential documents. Shred confidential documents when no longer needed. Avoid labeling documents with terms like “confidential,” which may draw unwanted attention. Instead, use cover pages to obscure sensitive content. Track and number distributed copies of sensitive documents to ensure accountability. Use reliable courier services for transporting sensitive documents.
Final Thoughts
Handling confidential information is an integral part of being an Assistant. Mistakes in this area can damage trust and make your job significantly harder. By being vigilant, honest, and careful with how you handle sensitive materials, you’ll demonstrate professionalism and maintain the confidence of both your manager and colleagues.
Working Within the C-Suite
In all my roles as an Assistant, I’ve always found myself seated near the company boardroom. In two of my previous offices, I sat directly outside the boardroom door. I’m not sure why I was so fortunate, but it gave me a front-row seat to the comings and goings of board members and senior executives.
I often chatted with colleagues waiting outside for meetings to end or lingering nearby, trying to overhear discussions or figure out what was going on. Those moments required me to stay tight-lipped, especially when asked probing questions.
Frequently, colleagues would ask if a specific director was in a meeting and if they should interrupt to speak with them. More often than not, it was another assistant trying to get their executive to the next meeting, relay an urgent message, or update them on a client. I noticed how nervous most people were before knocking on that solid oak door.
I’ve even had assistants ask me to interrupt meetings on their behalf. One director once admitted they hated entering the boardroom because it made them feel like a kid walking into the principal’s office.
Keeping our executives on time and on schedule is a core part of the Assistant role. This often requires interrupting meetings—even board meetings—and ensuring our executives are where they need to be.
So, how do you build the confidence to walk into a boardroom when even senior executives feel intimidated? How do you ensure your boss stays on time without irritating the other meeting attendees? This is a critical skill for any Assistant.
Believe You Belong
Confidence starts with the mindset of “fake it till you make it.” You may not be a board director, but you have every right to be there because you’re doing your job. They’re in the room doing their work, and you’re there to ensure your boss stays on track.
Be Polite
Always knock before entering and apologize for interrupting. If you barge in and demand to see your boss, you’ll likely face a less-than-welcoming room.
Be Decisive
Once you’re in the room, act decisively. Either ask to speak to your boss outside or pass them a note. If your boss is seated on the far side of the board table, this may feel awkward, but it’s worth it to deliver an urgent message or keep them on schedule.
What’s the Worst That Can Happen?
The worst thing that’s ever happened to me was tripping over a chair while entering a boardroom to deliver a message. It was embarrassing, but no one laughed, and I wasn’t scolded. Remember, these people are professionals, and most situations aren’t as bad as they seem in the moment.
Have a Plan
Talk to your boss about how they want you to handle these situations. Ask how strict they want you to be with time management and whether they’re okay with you interrupting board meetings. If they prefer to stay for the entire session, avoid scheduling anything for them immediately afterward, as board meetings often run over time.
If urgent matters arise, ask if they’d prefer an email or text instead of a face-to-face interruption. Just make sure they have their phone with them during the meeting.
By staying confident, polite, and prepared, you can navigate the challenges of working within the C-Suite and ensure your boss stays on track without disrupting the flow of high-level meetings.
Not Much to Do? Here Are a Few Ideas
If you’re finding yourself with some downtime, here are a few productive ways to make the most of it:
Read through all the articles and emails you’ve received about your industry, relevant skills, and general tips for the role. Everything you’ve saved or filed away can be reviewed when work slows down. This way, you’re still educating and training yourself, which is crucial. Don’t just read the advice—put it into action immediately to tackle essential tasks for new Assistants.
Get up and take a walk around the office. Make yourself a hot drink and spend some time chatting with colleagues. Getting to know your coworkers better and understanding their roles can help foster stronger working relationships and might even benefit you in the future.
Tidy up your workspace. Use a system like the 5S method to organize effectively and make your workspace more efficient.
Offer to help your colleagues with their workload. Be clear that it’s a short-term offer while your workload is light. Helping others not only builds goodwill but also ensures positive feedback from your team.
Take care of filing. Whether it’s paperwork scattered across your desk or your Executive’s workspace, now is the time to get everything in order. Don’t forget about digital organization—tidy up electronic files and emails too.
Check in with other Assistants to see if they need help. Even if you’re in different departments, the tasks might be similar, and offering to assist creates a sense of camaraderie. They might return the favor when you’re swamped.
Update your resume and review your current job description. Can you add any new skills or accomplishments to reflect your current workload? Take this time to update your LinkedIn profile as well.
Spend some time on your social media accounts. Sign up for Twitter, join a few new LinkedIn groups, or catch up on professional networking through Facebook pages. Social media is part of modern business networking, so you’re using it productively.
Dedicate time to learning more about your role and how you can improve as an Assistant. Enroll in online courses to develop your skills further.
Organize and update your Executive’s contact list. Many contact lists are outdated, and if your Executive still keeps business cards, this is a good time to digitize them.
If work is slow across the company, consider asking your manager if you can shadow another department. This is a great opportunity to improve your business knowledge and learn about other areas of the organization. If you know a quiet period is approaching, arrange to attend some training sessions during that time.
Review your appraisal and objectives for the year. Check off what you’ve achieved and discuss additional goals with your manager. Use this time to identify and plan for tasks you’ve always wanted to take on but haven’t had the time to pursue.
Look at your company’s manuals, policies, and procedures. These documents are often outdated, and updating them can add real value. Once you’ve updated them, circulate the revised versions to ensure everyone is on the same page.
Take advantage of the downtime to go home early and spend extra time with friends and family.
Assistants are integral to keeping organizations running smoothly, balancing everyday tasks with more complex responsibilities. When you find yourself with some breathing room, embrace the time to recharge, improve your skills, or contribute in meaningful ways that benefit both you and your team.
If you’re an aspiring Assistant or looking to sharpen your skill set, consider enrolling in our Assistant Essentials Online Course. With access to experienced professionals and high-quality materials, you can develop your knowledge and master the skills needed to thrive in your career.
Building a Strong Relationship with Your Executive
Creating a successful partnership between an Assistant and their Executive is essential for both parties to thrive. Here’s a guide to help you get started on building a collaborative and productive relationship.
To excel as an Assistant, you need to take an active interest in what your Executive does. If you have no interest in their work or the business, you won’t thrive in the role. Caring about your Executive and their goals is crucial to your success.
Of course, this is easier said than done. If you work in an industry that isn’t particularly exciting to you or in a role that doesn’t align with your passions, you might not feel enthusiastic when opening a briefing document. However, thriving as an Assistant means investing in the industry, staying informed, and caring about your Executive’s objectives. Without this level of engagement, you’ll only be going through the motions instead of showing up as your best self.
Working with a New Executive
Congratulations, you got the job, you’ve worked your notice, you have bought a few outfits, and now you are sitting at your desk, ready to face the challenges of a new role.
Hopefully, you will have been interviewed by your new manager to understand what they are like and what they require from you. This is the first secret to building a brilliant relationship with your Executive.
Nevertheless, it can be a daunting prospect working with a total stranger, especially as an Assistant, because we need to build strong and close working relationships with our Executives.
Here are some tips on creating a good rapport when you start working with a new manager and getting you off on the right foot.
The First Meeting
Point number one is to have the first meeting with your new manager! During the meeting, cover what is expected of you and how you will work together. Also, discuss the following points:
What are your manager’s priorities for the week, month, and year?
What are they focusing on, and what are their objectives? Asking these questions will enable you to quickly pick up on prioritizing their emails, travel plans, and meetings.
What are their frustrations, and how can you help to relieve them?
This is something to consider when building a brilliant relationship with your Executive.
This shows that you are supportive and will be an excellent resource for them to rely on. Also, senior staff members do not often get to talk about what irritates them at work. By asking them this question, it shows that they can turn to you for advice.
How does your manager prefer to communicate?
Is it by email, regular meetings, or popping into the office as and when things crop up? Knowing how they like to receive information will help you build a good rapport with them immediately.
How do they organize their calendar, and how do they like to have their meetings set out?
It is fundamental for an Assistant to coordinate their manager’s diary effectively, and it should be the primary service provided. Asking this question will mean you get it right early on.
For more tips on organizing your one-to-one, check out things to stop doing in your one-to-one.
The Right-Hand Person
Schedule meetings with your manager’s trusted advisors during the first few days in your new role.
Ask them about your new manager and how they like to work; this will help you better understand your manager from another perspective.
Also, any management team member might be your boss one day, so it is good to get them on your side immediately.
New Executive / New You
Comparing your new boss with your old one naturally will happen, especially if you had a good relationship with your previous manager, but try not to mention this to the new one, as it will annoy them.
Instead, talk about best practices and systems you used in your old company that might help your new role. Try to be positive and start afresh with your new manager.
Quick Wins
Think about quick wins you can achieve efficiently and impress your boss, whether clearing their long-overdue filing or using your contacts to upgrade them on a flight.
Proactively look for ways to help them be more organized, and make sure you use your Assistant’s strengths to get things moving.
However, a word of warning, be sensitive!
You are in a new environment, but your colleagues have been working there for a while and might think the current systems are fine. In the first few months, be subtle. Remember to consult the individuals concerned before you make any radical changes.
Socialize
After a few weeks, organize lunch for you and your new Executive.
This will allow you to meet in a relaxed atmosphere and get to know each other better. Basic knowledge of your manager’s home life is beneficial in building a good rapport with them.
I hope you found these tips beneficial.
After a few weeks, you will have settled into your job and will be on your way to establishing a good relationship with your manager.
Working with an Executive Who Has Never Had an Assistant Before
Working for a new Executive who has never had an Assistant before can be a tricky situation. You may have been an Assistant for years and know the role inside and out, but your new Executive doesn’t understand what you do or how to work with you.
In this instance, Assistants must take the lead.
It can be time-consuming and frustrating, especially if you’re also working with multiple Executives or were assigned this new Executive with little notice.
But it’s worth the effort.
You’ll have to work together and prove what you can do. You may also need to push back if they don’t have a positive perception of Assistants and treat you like an office gofer.
Here are my top twelve tips for Assistants working with a boss who has never had an Assistant before and for building a strong relationship with your Executive.
Delegation
Your new Executive will need to learn how to delegate work to you, which will be a new experience for them. A great way to start is by showing them what you do for other Executives or what you’ve done in the past. Make a list (or use your job description if it’s updated and relevant) of everything you can do. While they may not need you to do everything, they’ll begin to understand just how much you can help them.
Get the basics up and running immediately
Tell them you need access to their inbox and calendar. This is non-negotiable from your point of view. You cannot effectively assist them without managing their schedule and reviewing their emails.
Set boundaries
It’s crucial to establish boundaries early in your working relationship so that both of you know what’s expected. Clarify which tasks you will handle for your Executive and whether you’re comfortable with them. While they’re new to having an Assistant, you’re not new to the role, so you can have some input into how you’ll work together.
One-on-one meetings
Ideally, you’ll see your new Executive a few times a day, but make sure to schedule a one-on-one meeting with them at least once daily. Add this to their calendar right away. The sooner they get used to the close collaboration you’ll have, the better. Create the agenda for your first meeting, and make sure the structure of your one-on-ones is the first topic of discussion.
Priorities and objectives
You need to quickly understand your Executive’s priorities for the next few months and their goals for the year. Your Executive also needs to know your priorities, particularly if you support more than one Executive. Share your career development plans with them as well to demonstrate that you take your career seriously.
Over the first few weeks, take time to figure out your new Executive’s “work style.”
How do they work and communicate? What does their daily routine look like? Understanding these details will help you be proactive in your role.
An Executive should be able to trust their Assistant, but that’s often easier said than done.
Trust makes the job much more manageable.
From the start, be enthusiastic, open, and honest with your new Executive. The sooner they realize they can trust you with confidential matters and complex tasks, the easier it will be to work together.
Get to know them
Try to find common ground and show friendliness and respect toward your Executive. You don’t need to be friends, but adding a personal touch can make it easier to build a comfortable working relationship.
If they’re open to it, occasionally go out for lunch together or hold catch-up meetings at a coffee shop once a week. This relaxed environment can help you get to know each other better. Basic knowledge of your manager’s personal life can also help build rapport.
Learn how your Executive prefers to communicate.
Some Executives prefer frequent face-to-face meetings, while others lean on email or phone check-ins. Your manager may want regular updates on a project or prefer to only be informed if there’s an issue. Pay close attention to their communication style, and if you’re unsure, ask what method they prefer.
This ensures you’ll be heard when discussing something important.
Keep your Executive in the loop.
Maintaining ongoing dialogue allows you to gauge progress, confirm that you’re on the right track, and adjust your approach as needed. You can request additional resources or suggest deadline changes when necessary. Keeping your Executive updated ensures they’re aware of your progress—whether it’s good or bad.
For long-term responsibilities like calendar or email management, define exactly how they want you to handle their correspondence and schedule. Have this conversation as soon as possible—otherwise, how will you know if you’re meeting their expectations?
Be patient with your new Executive.
Everyone has to learn new ways of working. For an Executive, adjusting to having an Assistant can feel daunting, especially if they’re new to their role and juggling many other responsibilities.
They may feel overwhelmed, and this is where your support can make a significant difference.
How to make your Executive happy!
This is a pretty fundamental question for Assistants. How do you make your Executive happy?
Some of them can be quite grumpy, can’t they?
Aside from a lobotomy, a few other options will ensure your Executive is happy with your performance, and I thought I would share a few with you today when building a brilliant relationship with your Executive.
Under-promise and over-deliver
I recently chaired a panel session at the PA show, and this was one of the answers given by the panellists. It is so true when it comes to working with an Executive. A surefire way of keeping them happy is to under-promise and over-deliver.
Assistants should first and foremost deliver what they have promised, whether meeting a deadline or making a reservation at an exclusive restaurant and then think about any additional work they can do that goes above and beyond their Executive’s expectations.
Assistants can’t over-deliver on every task (that would be crazy), but occasionally, making an effort will keep that smile on even the hardest to please the Executive’s face.
Return every call, reply to every email
When you are slammed with work, replying to every message can be difficult, particularly if you get a gazillion messages from your Executive daily.
To keep your Executive happy, you must, must, must reply to everything. Even if it is a simple email that says you’ve received the message and are working on it. I know this is time-consuming, but keeping your Executive in the loop means they don’t have to chase you for a reply and know you are dealing with everything.
It might be worth keeping a few standard replies in your draft folder if you get the same email requests from your Executive.
Understand when something is urgent
Understanding how your Executive goes about their day, moods, and work style can take time.
Assistants must understand all of this, though. It is the only way to create a great partnership with an Executive. Watch your Executive closely. I wouldn’t suggest stalking, but do get to a point where you know when they are most productive, when they need to be left alone and when you should schedule meetings.
To keep them happy, you must also know everything about their day and what they have coming up that week, month, or year. If they are having an incredibly stressful time, make sure you are around and there to help at any point.
If they have given you a task during these periods, ensure it is completed quickly and with the minimum input from them. If you know they might require your help – be there.
Come with solutions
To make your Executive happy, you mustn’t cause them unnecessary hassle.
As their Executive, you must be the port in the storm. This can be an absolute pain in the arse, especially when you are annoyed and want to vent to your boss.
But! As an Assistant, you can’t be that kind of employee. If you have any issues or problems that you would like your Executive to resolve, you must think of a solution to the problem and take that solution to your Executive.
Never be that employee that gives your Executive more problems than answers. They don’t like those employees!
Managing Expectations
To manage your manager’s expectations, you must first know exactly what is expected of you.
The first step is having a job description that clearly outlines all the skills and tasks your boss requires of you. Unfortunately, this is very rare! Assistant job descriptions are often vague, with phrases like “and anything else that might be needed” or “ad hoc duties.”
If you do have a detailed job description, it will work in your favor. If not, it’s worth asking your manager if you can flesh out a few more specific tasks. Don’t wait for your next performance review—do this tomorrow.
Communication will always be key!
As I’ve always said, communicating with your manager is key to EVERYTHING!
It’s essential when managing expectations. You must have regular, face-to-face contact with your manager. If you don’t, it can jeopardize your working relationship because how will you know what your boss is thinking or what they expect of you?
A continual dialogue is so meaningful.
Don’t assume that you and your manager are on the same page! It’s hard enough to align with friends and family, let alone work colleagues.
The only way to ensure you understand what your Executive wants is to continuously communicate with them and maintain an open and honest dialogue. Understanding their priorities and aligning your goals with theirs is always in your best interest.
What are the specifics?
When your manager gives you a project, you need to know the specifics to deliver what’s expected. Make sure to ask:
- What are the objectives of this project?
- Is it an ongoing project, or is there a deadline for success?
- If there’s a deadline, is it realistic?
- What are you being judged on here?
Don’t let your manager get away with vague instructions.
This is so important because it’s easy for them to be unclear. You’re there to support them, so they may spend less time explaining what they need from you than they would with your colleagues.
Always define the specifics with your manager, either in a follow-up email or during the initial project conversation.
For long-term tasks, like scheduling or email management, do the same thing. Define exactly how they want you to handle their correspondence and calendar.
If you haven’t had this conversation yet, do it immediately—how else will you know if you’re meeting their expectations? If you’ve been working with your manager for a while, it’s worth having a review meeting to suggest new ways of working and share best practices you’ve picked up from colleagues or previous roles.
Propose this to your manager as a way to clarify their expectations!
Evaluate and Reevaluate!
Keeping your manager in the loop throughout the workday is always worthwhile. Let them know if you’ve hit any obstacles, what you’re doing to overcome them, and any progress you’ve made. Adjust what’s required of you based on the feedback you receive.
Don’t always seek approval, but evaluate their expectations based on the everyday conversations you have.
Invest in your relationship.
As I’ve mentioned in previous posts, the better your relationship with your manager, the easier it will be to manage their expectations.
Invest time in getting to know each other. Go out for the occasional coffee, ask about their life outside of work, and appreciate their sense of humor. Laugh at their jokes—even if you have to force yourself!
Are the expectations realistic?
This is where having a good relationship with your manager really helps. Speaking up about unrealistic expectations can be difficult, but it’s essential.
You have to stand up for yourself. It might feel uncomfortable at first, but it will help in the long run.
You don’t want to fail to meet their expectations because you weren’t honest with them. If you have concerns about not meeting a deadline, come up with an alternative approach and discuss it with your manager. Don’t bury your head in the sand and hope to get through everything.
Also, think about the best time to raise your concerns. Knowing their moods throughout the day can help you pick a good moment to bring up any issues.
Have a contingency plan.
This can be challenging given the workload most of us deal with, but having a little contingency time each day to handle urgent requests from your boss is worth it.
If you can drop everything and help them immediately, you’ll exceed their expectations. If that contingency time isn’t used, you’ll have extra time to play with each day—bonus!
Be proactive.
Proactivity will always be a critical skill for Assistants, and it’s especially important when you want to exceed expectations. Be self-motivated and go the extra mile for your manager.
Be helpful and easy to work with.
Here’s a simple tip: Always ask your manager if there’s anything else you can do for them before you head home at the end of the workday.
It’s a great way to show that you’re thinking of them. If there’s anything they need, they can delegate it to you, and you can handle it first thing in the morning. Ask yourself, “What can I do today to make my boss’s job easier?”
You want your boss to have high expectations!
Nothing is worse than having a manager who doesn’t expect much from their Assistant. Trust me, convincing them that you can do more is an uphill battle.
Having a boss who expects great things from you means you can perform at a higher level and truly excel.
Staying in the Loop with Your Executive
The saying goes that information is king.
For Assistants, information is everything! Staying up to date with all the goings-on within your organization is incredibly important, especially when building a strong relationship with your Executive.
First, you can update your Executive on the high-level information so they don’t have to attend meetings or read every bulletin. You’ll also be aware of any emerging issues and can plan accordingly. Lastly, you’ll understand the “big picture,” which allows you to work proactively—a vital skill for Assistants.
How do you stay in the loop when so much is happening? How do you figure out what is essential information versus just office gossip? Here are some handy tips:
Networking is key to staying in the loop. Keep in regular contact with people in your department, Assistants throughout your organization, and other key staff members. Maintaining an internal network will help you understand the business and what’s happening daily.
Make the most of Google Alerts. Set one up with your organization’s name. Anytime your company is mentioned in the news, you’ll know what’s happening and what others are saying about it.
Ask lots of questions. This is an obvious but often underused skill. Sometimes, simply asking how someone is or what they’re working on can provide a lot of information. It’s best to do this daily with your Executive, but it applies to other staff members too.
Keep in touch with colleagues who have left the company. What you learn about a company after leaving it can be surprisingly insightful.
Attend events and functions hosted by your organization. These events are a great way to get to know your colleagues in a less formal setting—and they’re also an excuse to enjoy a glass of wine (or two).
Read newsletters, bulletins, and company emails. You might be surprised how many people ignore updates from their internal communications department. Reading these ensures you’re well-informed.
While most career advice suggests sharing information to build reciprocal relationships, Assistants need to be more cautious. Maintaining confidentiality is crucial. It’s fine to share widely known information about the organization, but avoid revealing anything a board-level Director or other senior figure has shared in confidence.
What’s Going on with Your Executive?
The key to success in this role is having an excellent relationship with your Executive. That goes without saying, right?
Yes, it does—but maintaining a strong relationship can be tricky when so many other things demand your attention.
The day-to-day workload can take over, and it’s easy to lose focus on your relationship. While there are many ways to ensure a good working dynamic, I’ll focus on one straightforward question you should ask yourself daily: What’s going on with my Executive?
Your Executive is probably busy, slightly stressed, rushing from meeting to meeting, and maybe hasn’t had time for lunch. Meanwhile, you’re likely busy, juggling schedules and eating at your desk.
The day can fly by, and before you know it, you don’t know what your boss is doing or where they are. To stay in the loop, take five minutes to ask yourself,
What’s going on with them?
Look at their schedule—are they on track? Do they have the paperwork they need for each meeting? Do they need you to be there, or can you assist with follow-up actions from the meeting?
Once you’ve asked yourself these questions, get up from your chair, walk into their office, and ask if they need anything—even if it’s just lunch or a cup of coffee.
Making this a habit a few times a day will help you maintain focus on your relationship with your Executive and ensure you’re providing the best possible support, even during busy periods.
When you genuinely care about your Executive, it’s easier to gain their trust and confidence—two vital aspects of relationship-building that will make your role much smoother.
Building Rapport with a Remote Executive
Building rapport with a remote boss is a challenge many of us will face in our roles. Some of you may already work with a remote boss. In the future, it will become even more common to support an Executive who is frequently on the road or works in a different location. Building a strong relationship with your Executive is crucial, even in these circumstances.
How can you build rapport?
A successful Assistant/Executive partnership requires strong rapport. It’s challenging to build this even when you see each other daily, but it can feel almost impossible when you’re in different time zones. So, how do you create a connection with a remote boss?
I’ve gathered tips from experienced Executive Assistants who support bosses who travel frequently or work in different locations. Here’s what they recommend:
“My boss and I speak throughout the day, and we also instant message and text. I find texting is great, especially when he’s traveling and in different time zones. We’ve seen each other in person about six or seven times when I’ve attended meetings with him, but not much more than that! Communication is key, and when it works, it’s fantastic. However, if there’s a lapse in communication on his part, it makes my job more difficult. I have access to his email, which helps me immensely. Sometimes, he forgets to copy me on important emails, but I can figure out what he needs by checking his inbox.”
— Brianne Sirota Kreitman, EA at Juniper Networks
“My Executive is based in another country. He works at our office in Switzerland, and I work in The Netherlands. We have daily calls, and about every four weeks, we meet in person—he travels to The Netherlands, and I travel to Switzerland. We use a Google Sheets document to manage all our to-do items, updating it daily and adding questions or comments to collaborate effectively. My Executive travels frequently across time zones, which can be challenging.”
— Ellen Kosters, Manager Corporate Services Team and Executive Assistant to the CEO at Xeltis
“I’m in Houston, TX, and my CEO is based in Raleigh, NC, but he travels extensively. We rely on email, phone, and text to stay connected. I also make myself available after hours as much as possible.”
— Kelly Neely Olsakovsky, Executive Assistant at Pharm-Olam International
“Have some sort of protocol in place for obtaining signatures. I use Diligent Boardbooks for most Executive signatures and DocuSign for others.”
— Joley Oxenreider Hidaka, Executive Assistant at LTC Properties, Inc.
“My boss travels about 90% of the time—we talk on the phone regularly, sometimes multiple times a day. We also use WhatsApp constantly and have WhatsApp groups for certain events. We schedule a biweekly call for non-urgent matters or activities that need more than five minutes to discuss. Occasionally, I travel with him, which helps build rapport. I also have a great team of EAs across the EMEA region who can assist by getting him to sign documents if needed. Building a good relationship with the wider administrative team is critical. The time difference isn’t an issue for us—if he’s working in the U.S., I start and finish later. If he’s heading east, I start earlier. My smartphone is vital for staying in touch, but I’ll add that he’s very mindful not to interrupt my evenings or weekends unless absolutely necessary.”
— Charlotte Logsdon, Senior Executive Assistant to the President EMEA for Dell EMC
“I work remotely about 85% of the time, and my Executive travels both nationally and internationally. We text regularly, and I’ll screenshot requests to save for later, emailing them to myself or adding them to Asana. We typically meet face-to-face or via FaceTime once a week. If something is urgent, I’m available 24/7 when he’s out of the country. Otherwise, I handle requests during my normal working hours.”
— Erin M. Wagner
“My Executive travels every week. I meet him whenever he’s in my location for a meeting. We talk every morning and check in most afternoons. We use Wunderlist to manage shared to-do lists—it’s brilliant multi-platform software, and we use the free version. I’ve installed it on his laptop, iPad, and phone. We also have monthly one-on-one Skype for Business calls where we discuss performance and any issues that have come up. To streamline communication, we have a coding system for his emails (e.g., Action, Read, Reports). Additionally, we use Gateway SharePoint and Diligent for sharing documents, though I sometimes save files in his email drafts folder.”
— Jaisha Bruce, Executive Assistant at The Open University
Running Personal Errands for Your Executive
So, I have a question for you: Do you run personal errands for your Executive?
If there’s one thing people know about me, it’s that I love a good cup of tea. I am English, after all! I schedule my tea breaks at work so I can step away from my desk and enjoy some caffeine while having a bit of “me” time. This is worth considering when building a strong relationship with your Executive.
Before becoming an Assistant, I worked in a few different places where I always made my own tea or coffee, and as a result, I rarely made drinks for anyone else. Call me selfish or picky, but that was just the way it was. When I became an Assistant, I understood that my job was to do, within reason, what my manager asked of me—including personal errands. I didn’t mind and would often grab lunch for my manager when she was busy or in back-to-back meetings.
I remember asking her if she wanted a hot drink after a long day of meetings. She appreciated the gesture, though she said it wasn’t necessary. Fast forward a few jobs, and I worked for a manager who regularly asked me to get drinks for him. If I returned with a drink only for myself, he would comment on it, and I’d have to apologize for not considering his hot drink preferences—it was all very Mad Men!
This anecdote might seem small, but it highlights a topic that comes up often: Should you get coffee for your boss?
Opinions among Assistants are divided. Some are fine with it, while others firmly believe it’s not part of their job. What’s behind these differing attitudes? Let’s explore.
Running Errands
Fetching coffee for your boss can sometimes feel like just the tip of the iceberg. I know colleagues who spend more time running personal errands for their managers than working on company-related tasks. While our role is to make our manager’s day easier so they can focus on their responsibilities, it’s important to define where to draw the line.
Respect
Does your manager value your skills? If the answer is yes, running errands and making coffee likely won’t bother you because you’ll know your boss respects you. On the other hand, if you’re treated like the office gofer, frustration is understandable.
Realistically, this task is often considered part of an Assistant’s job. It could even be seen as a basic component of the role. While I’m not a big fan of making drinks for others, if I see that my manager is overwhelmed, I’ll gladly grab lunch, run to the dry cleaner, or do other tasks to help them be more productive.
If all you’re asked to do is run errands, declining to make coffee isn’t going to change your boss’s perception of you or the role of an Assistant. In this case, it’s worth having a conversation about your workload and showcasing the full extent of your abilities. Demonstrating your value may lead them to ask you to take on more impactful responsibilities.
Should You Lie to Your Boss?
It’s fair to say that Assistants often tell little lies to their managers. For example, when they receive sales calls, I’ll sometimes say they’re in a meeting rather than admitting they aren’t interested in what’s being sold—because it’s true! These little white lies are harmless and likely expected by your boss.
But what if your manager asks you to lie directly to them or do something that makes you uncomfortable? How should you handle it, and when should you say no?
Thankfully, I’ve never been in a situation where I had to refuse a director’s request, but here are a few tips I’ve learned over the years to handle such situations.
Think Before You Answer
If a request makes you uncomfortable, don’t respond immediately. If the request is made face-to-face, write it down but avoid committing. Ask yourself: What exactly are they asking? Is it unreasonable? What specifically is making you uncomfortable? Having clarity will help you address the situation directly and calmly.
Prepare What You’re Going to Say
Once you’ve decided to refuse the request, prepare your response. Be honest. If you’re uncomfortable, say so and explain why. Avoid making excuses—it’s better to share your genuine feelings. Your manager may not appreciate your honesty, but they’re likely to respect it. Practice the conversation privately to anticipate their questions and rehearse your responses.
Choose the Right Time and Place
Saying no to your boss is never easy, so choose a private and convenient time to have the conversation. If they’re not a morning person, wait until the afternoon. Avoid making the discussion harder than it needs to be.
Give and Take
Depending on what they’ve asked, consider proposing an alternative or compromise. However, don’t compromise your morals if the situation feels strongly wrong. If there’s a middle ground, make the effort to find it. Your manager will likely appreciate that you’re trying to help despite your reservations.
Know When to Say No
If your boss asks you to do something illegal or not in the company’s best interest, say no immediately. Report the situation to HR or a senior manager if necessary.
Ultimately, the goal for today’s Executive Assistants is to unleash their inner strategic business partner. Striking the right balance between meeting requests and setting boundaries is key to building a strong, productive relationship with your Executive.
Working with Multiple Executives
Many new Assistants are asked to work with multiple Executives. This section provides strategies to help you manage their expectations, plan your workload, and address conflicting priorities effectively.
These days, many Assistants are responsible for supporting more than one Director and often handle tasks for entire departments.
Traditional one-on-one roles are becoming less common and are now typically reserved for high-net-worth individuals, top CEOs, and private households. For most of us in the corporate world, supporting multiple people within the company—whether arranging travel, managing expenses, or handling administrative tasks—is now the norm.
How to Juggle Multiple Executives Without Dropping the Ball
Over the years, I’ve had roles that required me to work for more than one boss. I’ve been an Executive Assistant to the CFO, COO, and Company Secretary. I’ve been a PA to a Director while managing administrative tasks for an entire department. I’ve even been an Account Manager for 12 Committees.
These jobs were challenging because I had to juggle multiple tasks, manage various personalities (sometimes within the same person!), and meet multiple deadlines.
On top of that, I had to make each of my bosses feel like they were the most critical part of my role and that their needs were always my top priority.
I believe this is, and will continue to be, the norm for Assistants. We must learn to adapt and juggle all the demands of our bosses without dropping any of the essential balls we’ve tossed into the air—all while staying sane!
So how do we do this? Here are a few tips that have worked for me in my multiple EA roles:
Communication Is Key
All your Executives and colleagues know you work for multiple people. Be upfront about the fact that you can’t do everything for everyone all the time and that you must prioritize your work based on what’s most critical.
If one Executive is more senior than the others, their needs will likely take precedence. If you clarify this from the start, most of your colleagues will understand—especially if they report to that senior Executive.
Regular communication with each boss is also crucial. The communication needs to go both ways:
- They should inform you about their upcoming projects, priorities, and any tasks that may require significant time.
- You should update them on your workload, the projects taking up your time, and what you need from them to complete tasks efficiently.
Planning Is Critical
Planning is just as important as communication. Assistants supporting multiple Executives must be highly organized. Planning meticulously, using task lists, and keeping track of deadlines are non-negotiable.
Your knowledge of the business is also essential. The better you understand the company’s priorities, the more effectively you can determine what tasks need immediate attention.
In some cases, you may need to organize your Executives as well. If one of them is disorganized and frequently gives you last-minute requests, it’s worth encouraging them to plan ahead. It can be tricky, but it’s invaluable when managing multiple priorities.
Remember Shared Goals
All of your Executives should share the same overarching goals for the company.
If you’re working on an urgent task that’s critical to the business—like preparing a client pitch—and another Executive requests immediate assistance with something less urgent, explain that your current task benefits the company as a whole.
If two Executives are vying for your time, it’s often best to let them resolve the conflict themselves. Ideally, they’ll align on shared goals and agree on priorities. However, as we all know, this isn’t always the case in business!
Offer Solutions
When multiple bosses demand all your time, offer solutions to the problem. You are in the best position to understand your workload and determine how much time you can dedicate to each person.
For example, suggest allocating a set number of hours to each Executive or dedicating certain days to specific Executives. If your workload is consistently heavy, ask for deadline extensions on less urgent tasks.
It can be challenging to push back, especially if you’re new to the role, but it’s worth asking. If they say no, you’ll gain insight into which Executives are flexible and collaborative and which ones may require more creative workarounds.
It Can Be Incredibly Rewarding
Believe it or not, working for multiple Executives can be very fulfilling.
Your day is often varied, and you’ll be involved in numerous projects, so you’re unlikely to get bored. You avoid being tied to one Executive you might not get along with. You’ll develop skills for managing different personalities and working styles, and you’ll build a broader network within the company.
On top of all this, your ability to handle multiple bosses will earn you respect for your versatility and adaptability.
In the end, supporting multiple Executives can be a great experience for your career. Honest!
Ten Tips for Managing Multiple Executives
Managing multiple Executives can be challenging and often feels like a constant juggling act. Here are my top ten tips for making it work:
Communicate with Your Executives Every Day
Communication is a two-way street! Your Executives should inform you about what they need from you, their upcoming priorities, and any major projects that may require significant time. Likewise, you should update them on your workload, upcoming tasks, and what you need from them to succeed.Prioritize on an Hourly Basis
Effective prioritization requires regular communication with your Executives. Once you understand their needs, you can organize your workload accordingly. However, this prioritization needs to be reassessed throughout the day to address emergencies or urgent requests as they arise.Plan Meticulously
Assistants supporting multiple Executives can’t afford to leave much to chance. Use task lists, maintain detailed notes of deadlines, and stay organized to ensure nothing slips through the cracks.Understand the Needs of the Organization
A deep understanding of the business will help you identify what’s truly essential and how to prioritize tasks that align with the organization’s goals.Manage Your Executives
Sometimes, you may need to organize your Executives and help them plan what they need from you. This can be particularly valuable when working with unorganized bosses who frequently give last-minute requests with tight deadlines.Remember the Shared Goal
All of your Executives are working toward the same goal: the success of the organization. If you prioritize one Executive’s task over another’s, remind them of the shared objective. It’s also helpful to point out that you’ve prioritized their work in the past when conflicts arise.If two bosses are both demanding all of your time, it may be best to let them sort it out themselves. Ideally, they share common goals, but if not, schedule a meeting with the three of you to establish how you’ll work together.
Offer Solutions
When multiple Executives are competing for your time, you’re in the best position to assess the problem and propose a solution. Explain your workload and suggest strategies like allocating specific hours or days to each Executive.Stand Your Ground
If your workload is consistently heavy, don’t hesitate to push back on some tasks or request deadline extensions for less critical items. This can be difficult, especially if you’re newer to the role, but it’s worth asking. If they refuse, you’ll quickly learn which Executives are flexible and which require alternative approaches.Be Flexible and Adaptable
Supporting multiple Executives can vary day by day. You’ll be involved in different projects, work with various personalities, and learn to adapt to multiple working styles. Flexibility is key to managing these dynamics effectively.Embrace the Opportunity
Working for multiple Executives can be incredibly rewarding. You’ll gain exposure to diverse projects, build relationships with more colleagues, and earn respect for your ability to handle the complexity of your role. It’s an excellent way to grow your skills and advance your career.
Managing multiple Executives isn’t without its challenges, but with the right strategies, it can be a fulfilling and career-enhancing experience.
Building Your Personal Brand and Networking
The key to success as an Assistant is building your network. Here, we provide Assistants with tips on starting to make connections and building a personal brand.
When you think about some of the most famous global brands, they all have a unique attribute that sets them apart—whether it’s Nike, Coca-Cola, or Apple. We all know what these companies stand for.
Similarly, we understand what Oprah Winfrey represents, we’ve seen Tom Cruise’s expertise, and we’re familiar with the Beckham brand. Individuals can have strong personal brands, so why not Assistants? To stand out and get the recognition we deserve, we need to build a solid personal brand. Why not become the office superstar?
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