why executives are stuck in the reactivity zone.

Here's something I hear from assistants repeatedly. Their executive works in a highly reactive state. Their calendar is full, their workload is high, the pressure is relentless. They jump from deadline to burning platform and have little space in between. They're a bit chaotic, but they're okay with it because they're meeting their obligations and getting there *just* in time has to be good enough.

They resist any structure the assistant tries to introduce to create ease and flow.

Nothing has worked.

Shared lists.
Agreements to review and respond to a daily update.
Regular catch ups with the assistant get bumped or missed.
Free calendar space that's intended to focus on strategic priorities is overridden.

The assistant is tearing their hair out, they feel like a failure.

They're worried they're getting a reputation for not being able to manage their exec's time effectively (and with some harsh colleagues, it will be accurate).
The team is regularly working long hours, task switching and are on the burnout path.

I ask one question of the assistant when this comes up:
What did you say when you broached the need for change with the exec?

And the response I get is rarely what's needed to create change.

Here's what I know from my own extensive experience.

Executives that work this way usually have a blind spot around how their way of working impacts their entire team and the organisation. Work pushes down and out of control leaders create the conditions that don't allow everyone to thrive.

An assistant has a unique view of this and sharing THAT is what makes the difference.

The impact it is currently having on everyone else.

The ease and flow that could be created.

How short term pain to embed a new way of working will offer long term gains.

Of course, there's an art to delivering a message like this: very well packaged, well intentioned, compassionate and carefully. A glitter bomb rarely goes down well.

But that's the value of a great assistant. Leaning in to what it isn't easy to broach. Being able to provide feedback to leaders that will ultimately enable and support the success of everyone. 

So for the assistants reading this who are doing a marathon on a hamster wheel: I see you, I know it's exhausting trying to keep all the plates spinning, but is there a different message you can share when you need to create change in this way?

And for the leaders who read this: be open to suggestions for new ways of working. Be curious about your assistant's perspective and observations. Commit to those regular catch ups with your assistant because the time spent together frees you to do what you do best.

You can find support with this inside the Elite EA Academy, with executive mentoring, leadership team masterclasses and full admin team training. Explore EA Development, Working with Corporates or get in touch at hello@rachaelbonetti.com