Social media has become part of our daily lives — but what happens when a personal post creates professional problems? For executive assistants, who often act as a bridge between senior leaders and the wider organisation, understanding where the boundaries lie can be critical.
The challenge? The line between private expression and professional responsibility isn’t always clear. Michael Yeates, Special Counsel at Black Bay Lawyers, explained to HCAMag that many employees mistakenly believe that comments on a private profile won’t impact their workplace. But that’s not always the case.
“The law doesn’t prohibit employers from acting,” Yeates noted. “The question is whether that conduct can be linked back to the workplace in a way that damages the relationship or the business.”
When social media becomes a workplace issue
So, when does a personal post cross the line? According to Yeates, the test is whether the post:
- Damages trust between employer and employee
- Harms the company’s reputation or profitability
- Conflicts with the employee’s duties
But there’s no one-size-fits-all answer. “It’s never black and white,” Yeates said.
Recent cases, such as Lattouf v ABC, have made things even trickier by recognising protections around both holding and expressing political views. This makes the balance between free speech and workplace obligations particularly complex — especially for high-profile employees or those in positions of influence.
The role of “reasonableness”
One of the most confusing aspects for employees (and employers) is the legal principle of reasonableness. A simple like or retweet might seem harmless, but the law considers the impact, not the intention. If that action can be tied back to the employer and damages trust, there could be consequences.
Importantly, not all employees are treated equally in this space. Someone in a public-facing or high-profile role will be held to a different standard than someone in a less visible position.
What this means for executive assistants
As an EA, you may find yourself in the middle of these issues — whether that’s flagging a potential reputational risk, advising your executive on best practice, or even ensuring that your own online presence reflects well on the business.
Yeates cautioned against knee-jerk reactions: “You have to ask: can this be linked back to the business, and does it really impact the employment relationship? Just because a post doesn’t align with company values doesn’t automatically mean misconduct.”
Clear policies are key
The best way to avoid these situations? Strong policies and proactive education. Yeates emphasised that vague guidelines are no longer enough. Employees need clear, enforceable directions about what is and isn’t acceptable online.
For assistants supporting senior leaders, this is a helpful reminder to:
- Review whether your organisation’s social media policy is up to date
- Encourage training and awareness across the team
- Model best practice through your own professional online presence
As Yeates concluded, “Social media is an outlet, but it’s not a free pass. Both employers and employees need to understand the boundaries before they find themselves in a dispute.”
