How do you know your executive has hit an inflection point?
Sometimes it’s obvious – a big contract won, an acquisition, a merger. These are signals the business itself is shifting. Experienced EAs will also notice policy announcements, like changes to the aged care act or tax law, that could signal a shift is coming – along with a rise in emails, papers and board requests.
The behavioural signs are worth watching too. A jam-packed diary with no space for reflection or strategic thinking, meetings stacked on meetings, one-on-ones with direct reports cancelled in favour of working sessions.
These signal the leader stepping out of leading and into doing. That might be necessary short-term, but it’s not sustainable. And often it means the leader is starting to do work their team should be handling.
Why has hope become such a critical leadership trait right now?
We’re in a period of multiple inflection points at once – AI, financial uncertainty, geopolitical instability, an ageing population. With so much unknown, workers want to see their leaders aligned and working to a plan.
The Gallup State of the Global Workplace report for 2024 found 56% of workers now name hope as the leadership trait they need most, ahead of trust, compassion and stability. It’s not hollow optimism. It’s trust that leaders are working strategically and collaboratively to bring the business through, and that trust is what gives people a genuine sense of hope.
If an executive isn’t projecting that hope – if they seem overwhelmed or reactive – what can the EA do?
Focus on the executive first, then the wider team. The biggest gift an EA can give is space – time to slow down, breathe, and protect whatever keeps them mentally and physically well. Find out their ideal rhythm and schedule it, whether that’s no meetings before 10am or protected gym time. You can’t lead on an empty tank.
Encourage the leader to keep communicating, even briefly with a morning tea, a town hall or a short email update. A vacant wall invites graffiti. Don’t let the leader go silent.
AI is one of the biggest forces creating disruption. How should EAs support their exec through it?
EAs are often ahead of the curve with new technology, so experiment, and flag what’s working and what isn’t. Relying on AI to write every piece of communication is a mistake because if it doesn’t sound like the leader or runs too long, people stop reading it.
Encourage them to experiment rather than treat AI as one big decision. It’s also worth helping them stay current on how your industry is responding (share studies, reports, relevant talks) and use AI itself to cut down on non-essential reading time.
What should EAs watch for if their executive is struggling – and is it their place to say something?
Know your leader well and trust your instincts on what’s changed. Look for shifts in demeanour, working from home more, a short temper or uncharacteristic negativity. Be curious rather than judgemental, which keeps the door open for a helpful conversation. You’re not their counsellor, but you can help them find structure – and help them seek coaching support if that’s what’s needed.
It could be as simple as: “There’s a lot going on right now – have you thought about a coach?” Or: “It looks like you’ve got a lot on. I think I can help create some space. Here are a few ideas.” Do the research, present a couple of options, and let them decide.
When an organisation is facing multiple disruptions at once, what’s the single most useful thing an EA can do?
Work out what matters most to them right now and build a triage system for incoming requests. Help them stay in leader mode rather than getting drawn into the doing. It’s easy to get swept into other people’s anxiety during uncertain times.
Be strict about which meetings actually need the leader there. It’s about being strategic rather than feeding the overwhelm. Keep the leader informed on team sentiment, protect the operating rhythm you’ve already got. And if they meet regularly with customers or key suppliers, keep that going – or even increase it. Staying close to your people, customers and suppliers matters most when things are uncertain. Don’t let the leader go to ground.
Of the key leadership traits – hope, trust, compassion, stability – which are EAs best placed to reinforce?
All four can be modelled but my top two are compassion and stability. Compassion over judgement lets the EA understand what real support looks like. Stability means making sure the things that protect the leader’s physical and mental health stay in the schedule, no matter what. That consistency sends its own message of trust and hope to the rest of the business.
