Why increasing support ratios isn’t always the answer

Support ratios (EA : executive) have blown out to the highest I've seen in a LONG time. 

With so much uncertainty in the world, difficulty finding affordable talent and the pressure to cut overheads, it's no surprise organisations are choosing not to replace EAs when they move on and instead increase the support ratio of existing EAs to compensate.

Increasing support ratios seems to be logical but it's really bad news for both EAs and organisations.

Throughout my career, particularly when I had team management responsibilities, I was involved in many conversations with executives and HR about this.

Here's how that usually went.

"I don't need much help, I'm self-sufficient"

"X says they don't ask for much so there should be capacity to take on more"

"X is being promoted and as a junior so they won't need as much support"

"people aren't coming in so there's less to do"

Here's the problem with this.

1. People are rarely as self-sufficient as they think they are (IYKYK)

2. Workload isn't generated only by the executive the EA supports

3. EAs don't just support their executives , they support all the work AROUND an executive, including extended teams and the business function

4. It stunts EA's growth

5. Opportunities to add value beyond role scope disintegrate

6. ROI is diminished - organisations are no longer getting their bang for their buck

7. Whomever was promoted isn't being set up for success in the way they could otherwise be

Increasing ratios dilutes an EAs ability to be TRULY effective. 

It leaves no room to breathe.  

It 10 x the level of interruptions, queries, chasing and firefighting that needs to happen. All the time sucking red herrings.

There's no space to get out of the weeds to focus on strategic, proactive work.

It's hard to do the artful advance planning that eases friction points across the organisation.  

EAs can no longer ease the pain of peak pressure periods.  This is the invisible work they do. When it stops, it impacts the entire organisation. Workforce productivity takes a hit by entering reactive mode with work and deliverables that could be managed more effectively.

They're not able to work in an elegant way anymore, providing the partnership support that makes a genuine difference in helping executives deliver on their strategic priorities.

EAs can only scratch the surface of the value and contribution they could otherwise make. They know it. It feels awful. 

Several things happen when this plays out.

1. EAs leave for an organisation /environment that will support them with stepping into their full potential / manage a realistic workload

2. Disengagement creeps in, motivation dips - they're no longer showing up as the cultural beacons the organisation needs

3. Their self esteem takes a beating because they can't deliver to the level they know they can or used to - they start to doubt their abilities

4. Admin teams can become toxic as disenchantment festers

5. Burnout rises 

6. So do unplanned absences

7. Frustration rises in the organisation

8. Executives ultimately suffer because they can't be supported in the ways that make a difference

Here's the thing: EAs are people with enormous hearts. They WANT executives and the organisation to succeed. 

They rise to the occasion when they're asked to lean in. But this shouldn't be taken for granted.

They're aware their roles are service based, but they want to be treated with dignity and respect as professionals.

Meaningful conversations need to be had about trade-offs and genuine capacity.

Not all roles are the same.  EA PDs tell half the story. 

If you want to regard your EAs as talent and not resources, have robust conversations with EAs before decisions are made about increasing support ratios.  

Usually they have clever ideas to tackle bumps in an organisation, if only someone sought their opinion.

I love connecting with community, if you can relate to this or it resonates with you connect with me on LinkedIn or drop me an email at hello@rachaelbonetti.com to let me know.

Want to explore working together? I consult with organisations to help them create administration functions that deliver results, return on investment and increase engagement. Get in touch to learn more.