Adam Fidler, the Principal and Founder of Adam Fidler Academy, shares his advice on the Executive and their EA partnership and how to make that a successful one for both.
The success of an EA depends upon the quality of their partnership with their Executive. An Executive and their EA should constitute a team of their own, and a team which is just as much an integral part of the management team as the status and duties of the Executive on their own.
There can be no doubt that the Executive who does not have the vision and confidence to take their EA into partnership, with all that entails, is courting insecurity and failure in their work. The success of an Executive’s career, no less than the success of the EA, depends on full partnership.
Whether the Executive in question is a senior manager, or a senior leader, the advice is valuable.
Sound advice for executives on how best to work in partnership with your EA
- Let your EA in. Your EA needs to have “access to all areas”. The more you explain your goals, vision and aspirations to your EA, the more they can help you be more effective in how you get there. On a practical level, it also means giving your EA full access to your diary and inbox.
- Allow your EA to listen and see for you. EAs have a key role is listening and observing. Let your EA feedback to you and be honest with you about what they notice and hear. They are your confidant and advisor.
- Let your EA do the managing. My ‘EA Manifesto: What I Am’ has a great last line in it that refers to the EA “working in the space of management and allowing the boss to focus on the bigger aspects of leadership”. Trust your EA, and those who report to you directly, to manage and be managers. This frees up your time for inspiring others, setting the vision and strategy, and being a leader.
- Ensure you have a regular catch-up or 1:1 with your EA. This is your prime time to off-load, share, delegate and build a strong working relationship with your EA. Communication over email will never rival a good old conversation, in person – or over Zoom and Teams. And, don’t just use the catch-up to talk about diaries and travel. Use the time you have together to help your EA understand the bigger picture and give you some much-needed counsel.
- Tap into your EA’s biggest strength: their emotional intelligence. Your EA is your emotional intelligence barometer. They will read the mood, even when working from home, and shouldn’t be afraid to inform you of where you might be going off track through a lack of self-awareness or a focus on the wrong things.
- Keep your EA informed – of everything. A simple ‘cc’ of an email or a quick instant message to keep your EA updated saves time later on. If you want your EA to pre-empt and be proactive, then this must start from a position of sharing information and taking the time to explain the context and the ‘why’.
- See your EA beyond being an extension to a computer. Too many leaders see their EAs purely as “admins” or as data processors. EAs are human beings, who need encouragement, need inclusion and be made to feel part of the team. An EA is an integral part of the management team, as written in my ‘EA Manifesto’ and this is the basis for reciprocity in the EA/boss relationship.
- Encourage your EA to be a strategic and creative thinker. No Executive wants their EA to be an automaton. EAs need thinking time too, and this means that some of your best ideas may come from your EA. Ask your EA their view, and their ideas. Let them challenge you and give you different perspectives through their independence and neutrality.
- Recognise your EA’s workload and role can be as stressful and demanding as yours. A good EA wear many hats and may also work for multiple bosses. Leaders who understand the work of their EA find that their EA feels respected, supported and empowered. This all drives respect and reciprocity in this powerful partnership.
- Talk to your EA about their development. Offer your EA support and help them reach their career goals and aspirations. If you do one thing, leader, ensure that you agree work goals for them that are above and beyond learning Word and Excel. Agree together some formal stretching goals where they can develop management and leadership skills.
About Adam Fidler Academy
Adam Fidler Academy, and provides education and coaching to PAs, EAs and Business Support Managers, as well as to CEOs who want to work more effectively with their EAs. You can learn more about Adam Fidler Academy and the programmes on offer at www.adamfidler.academy
Adam Fidler is a regular columnist in PA Life and writes about career development for Assistants. Taking ownership of your career goals is one of his must-read columns for any Assistant.
