Bruce Wayne has Alfred.
Golfers have caddies.
Ministers have the public service.
Tony Stark has Pepper Potts.
Maverick has Goose.
Mr. Burns has Smithers.
Leaders have Executive Assistants – or they used to…
The value of a trusted guide, advisor and mentor is hard to overstate. I’ve often commented that you can tell the quality of a leader by the advisors they draw around them.
For a while, it seemed that the star of the executive advisor and assistant was in rapid ascension. The Personal Assistant became the Executive Assistant, then the Chief of Staff.
But then, under the cover of darkness, something changed. Worryingly the crucial role of supporting and guiding leadership that such people play seems to have waned.
Why is the EA/PA/COS role so vital and what might be the causes and consequences of this curious declining trend?
Partners in Leadership
Great practitioners don’t always make great leaders. I’m sure we’ve all seen this once or twice!
Just because someone excels in a particular role doesn’t necessarily mean they have the requisite skills to be a great leader or manager. This challenge is exacerbated when there’s an assumption that these skills are innate, especially from those who promoted them.
Experienced PAs, EAs and Chiefs of Staff provide invaluable insights from working with other skilled leaders. They help bridge the gap between technical expertise and effective leadership, providing a buffer and a guide for new leaders navigating complex organisational landscapes and dynamics whilst developing new abilities.
Bottom line. Leadership partnerships work. A great EA makes a leader better in every way.
“Leadership is not about being in charge. It is about taking care of those in your charge.” Simon Sinek
Causal Factors & The Modernising Workplace
It’s difficult to point to one or two things that have triggered the trend reversal. After some contemplation I think that I can point to a handful of broad categories that together are the main contributors.
- Flatter Organisational Structures: With a trend towards flatter org structures and increased autonomy, leaders are often expected to manage more day-to-day tasks and decipher unwritten relationship codes themselves. Clearly this can be particularly challenging for new or inexperienced leaders who may lack the skills to handle these responsibilities efficiently.
- Broader EA Scope & Responsibility: As traditional EA roles expand to include more strategic and operational duties, there’s less emphasis on, and less capacity for traditional support/guidance functions. This shift can leave leaders without the same level of dedicated support, particularly in the early stages of their tenure.
- Resource Reallocation + Cost Reduction: The transformation and expansion of EA roles plus the ever-present pressures for cost reduction and increased efficiency has exacerbated and highlighted the difficulty.
The traditional EA functions are being both reallocated and reduced. We see the traditional support functions being minimised and spread across broader and more disparate areas.
This further dilutes the personalised attention and advice that were hallmarks of traditional EA roles.
Challenges & Unintended Consequences
The Leadership Information Gap: One of the most significant challenges in leadership, and one that can creep up unnoticed, is losing touch with what’s “really” going on.
As information flows upward, it is naturally summarised, aggregated and averaged. Sometimes the real story is obscured – or buried altogether.
Good, experienced EAs, with their ear-to-the-ground insights, provide leaders with a more nuanced and unfiltered understanding of the organisation’s operational mood and emerging trends, far beyond what sanitised numbers might reflect.
Nuances of Culture: For new leaders, understanding the true culture of an organisation can be daunting. The EA invariably possesses a deep understanding of the organisation’s informal pathways, unwritten rules and the subtext of conversations. They act as cultural interpreters, helping leaders to navigate the foggy labyrinth of organisational dynamics.
Candid Corridor Conversations: The conversations leaders have with peers and subordinates don’t always reveal the full picture. Corporate politics, resource competition and varying objectives can lead to communication becoming cautious and veiled.
The trusted EA with their informal networks and tenured contacts often have far more candid conversations. The EA network with peers supporting other leaders, provides a more honest and comprehensive view of organisational dynamics and can prepare the path for more open dialogue and genuine collaboration.
“Great leaders have a keen understanding of what their people need and the foresight to provide it.” Richard Branson
Thoughts & Conclusion
Just as a pilot relies on a co-pilot, or a golfer on their caddy, leaders benefit immensely from the support and guidance of a trusted assistant. The decline of the EA role can leave leaders, especially emerging ones, without essential support in navigating complex organisational landscapes.
As organisations evolve, it’s crucial to recognise the enduring value of these roles in fostering effective leadership.
Engage with Us
Are you noticing a gap in leadership support in your organisation? At Fisher People in Culture, we understand the critical role of EAs and similar roles in supporting effective leadership. Connect with us to explore how we can help bridge this gap and ensure your leaders have the support they need to thrive.
