Maximising Leadership with Executive Support: The Essential Role of Your EA
Learning to work well with your support team
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EA, PA, or VA - all are part of the leader's critical support team to help deliver on your vision. In fact, the word ‘assistant’ barely does the role justice; a good EA is worth their weight in gold.
Yet, a common struggle I’ve observed among leaders, particularly those who have not had an EA before, is getting accustomed to working with one.
When used well, the partnership between a leader and their EA can be a powerful team. The leader leads, and the manager manages—and in this case, the EA manages the leader.
This requires the leader to professionally relinquish control to the EA. Trust is crucial, as you allow them to manage your diary, filter your emails, control access to you, and represent you in your absence. Essentially, they become the new face of you.
From my experience, when these relationships fail, it's most often due to the leader's inability to adapt to working with their EA, rather than the other way around.
Leaders who are independent, self-sufficient, and fast-moving may find it particularly challenging to relinquish tasks. The ‘it’s quicker to do it myself’ mentality is logical, but ‘doing’ isn’t necessarily ‘leading’.
Responding to all those emails and scheduling your own meetings might feel productive, but it’s not where you will make a strategic impact. You are not paid to manage minutiae. Your time and impact are measured by your strategic decisions, not by the number of emails you send or meetings you arrange.
Your EA helps create space for you to focus on leadership.
Like any relationship, working with an EA requires a settling-in phase to get accustomed to how you will work together. Trust and openness are absolutely critical.
When you delegate tasks to your EA, you must truly let go. Let go of control, let go of the 'what if', and let go of the guilt.
The more you delegate the smaller things, the more you can invest in the bigger things.
And that's where you'll make your difference.
Here are six things to consider to help you work well - or prepare to work well - with your support team.
Observe: Take a moment and reflect on leaders who you have observed working incredibly well with their assistant and support team.
What have you noticed about their approach to working together?
What did they do or not do that worked so well?
Reflect: Consider how your natural leadership style may either help or hinder the dynamic with your EA.
How does your preferred way of working align or conflict with delegating tasks to your EA?
In what ways might your communication style enhance or complicate the relationship with your EA?
What adjustments might you need to make to ensure your EA can effectively support your leadership?
Define: Expectations must be clear, and understood by all. A good EA will quickly be able to establish what you need, but it is critical to set your expectations clearly and early.
Where do you expect this person to take autonomy?
What do you expect them to do, and what do you not expect them to do - where is the line?
What will they need from you to be able to do that?
Review: No matter how well you’re working together, there are always areas to get even better. Assess how effectively you're utilising your support team to maximise your leadership impact.
Are there tasks you are holding onto that could be more efficiently handled by your EA?
How often do you review the tasks you've delegated to ensure they are still the best use of your EA's skills and your time?
What opportunities might exist for your EA to take on more responsibilities that align with their strengths and your needs?
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Read: This piece in First Round is in depth and packed with interesting tactics especially when starting out with an EA.
Watch: Delegating to an EA can be tough - especially things like emails and the management of your time - and research shows that it’s something that some of us, especially women, do find harder. At 2.38 this is a short watch, about research at the prestigious Columbia Business School, which will make you think about the double bind that impacts women leaders (aspiring and experienced).
If you are female, have women in your team or want to build a more inclusive team it’s worth watching.
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