How do you manage a busy executive's schedule?

It’s about molding yourself to the executive and completely understanding their needs and requirements. Be proactive, look ahead in their calendar, create small blocks of time in between meetings for catch-up and preparation. Communicate always!

One thing I always try to do, on top of the things already mentioned, is to eavesdrop as much as is appropriate when they have open door meetings or calls. This allows me to hear them when they mention moving a meeting, setting up a meeting, or needing to accomplish a task. I am one step ahead of them in these situations and they usually are thankful they don't have to repeat what they have already said. Of course, this only works when they are having open conversation and wouldn't be appropriate in every situation.

Understanding their preferences, style and them as a person is very important, however it takes time and trust. Time and preparation is key. TIME - Add in extra travel time if they tend to run on the late side. - Ask is they would like you to interrupt their meeting / txt/ call for a quick time check if they are running down to the wire. - Ask if it is ok you’re able to speak up in meetings that you attend to ensure the table is aware of the time. - Create agendas with times. Even if it’s a brief meeting & distribute to all attendees prior. No matter how big or small the agenda is.

One of the most important aspects to managing a busy calendar is getting extremely clear on the executive's priorities. EA's are often making decisions for an executive to take one meeting over another. Knowing their priorities, goals and the subjects they need to focus on will help an assistant make those tough decisions.

Utilize calendar tools efficiently, prioritize tasks based on urgency and importance, delegate when possible, and implement time-blocking strategies to optimize a busy executive's schedule. Regularly review and adjust priorities as needed.

This is a must! In this digital world having the correct planner/calendar that allows the assistant to add in emails and information prevents the need for additional paperwork and emails. Flagging emails in inboxes with colour coding that you are both aware of can cut out time and unnecessary phone calls. Perfect way to cut down on time between Executive and Assistant making for a more productive team.

I totally agree that digital tools makes executive assistant more efficient. However, my problem is when your manager is not technological savvy. As Executives we strive to find ways of being innovative but we forget to take along our baby boomers

I totally agree with the prioritisation of activities and plan ahead. I always ensure I book a slot in between that will accommodate some urgent matters that they might need to attend. Blocking this slot safeguards it from other meetings that will pop up from the calendar

I make myself the point of contact for anyone who wants on my leader's calendar. This means I control who has a meeting and when. Urgent matters do crop up and I'm available to make adjustments as needed. I also communicate with my leaders all day long so I know if we need to adjust something or if I need to watch for meetings that they've already agreed to. Otherwise, communication starts with me and I ensure my leaders have the time and resources available when they need it.

Planning ahead is a great idea but depending on the individual, you may find best made plans have to adapt and change regularly. Booking travel far in advance is efficient but what if you have to then reclaim or change them due to strikes/weather/ changes to plans etc... make sure those travel bookings are flexible bookings!

The majority of executives I have supported respond best with a 30min reminder, following a 10 min hard stop via text with clear and simplified details for next meeting. Attendees I will send a quick reminder email 45min prior to meeting, I also ensure I have all cell phone numbers. I like to have attendees in assigned room no later than 10min prior to start to settle in to ensure meeting is started on time. Being prepared in advance will prevent mistakes and feeling overwhelmed. We are an extension of the Executive, so we must be adaptable to interact with many types of people from High Level Executives to the person checking you in for your work event. All interactions are a reflection.

In my experience the key to this is to expect that there will be regular diary changes and accept that they are inevitable and part of the job. Knowledge of what types of meetings can be moved without checking to accommodate changes helps as does having a good idea of what your Exec has to be at and what others may be able to cover for them if needed. Even with this I would always communicate just to check the proposed solution meets the Exec’s needs and will work, be prepared for a no (don’t take it personally) and have other options.

Above and beyond the scheduling aspect, I prioritize structuring meetings/events/tasks that are compatible with others to maintain flow in their day and schedule buffers in between to 'reset'. Mental, emotional, and creative capacity are extremely important to consider when supporting someone to not only show up as their best, but FEEL their best in a sustainable way.

Feedback is important to know where there are areas to improve. When appropriate and welcomed, I believe it's also helpful to give feedback to the Exec you support on potential blindspots they have. Even when encouraged, it can be uncomfortable to be direct with your boss about how you see them getting in their own way, but giving them the opportunity to see what might be preventing the results they want OR what the potential impact a decision may create allows them to make better decisions.

Seeking feedback can be daunting sometimes if you don't have the confidence in your work and some times that has nothing to do with your work ethic and everything to with possibly your manger not giving you the feedback you need to grow. Yes, you're possibly well liked but that doesn't help development it stalls it. Also coming from some one who use to act and teach improv, getting notes on your work only serves to strengthen it. You can't fix what you don't know, the power is putting that action to work once you know what needs improvement. It will require one to be vulnerable and open about what they need in order to perform at the level they are expected to.

I want to be transparent when I say all the color coding and scheduling and planning ahead can't make up for having compassion and empathy. Anticipating others needs because you on an intrinsic level know how hard the world can be and just being willing to ease some of that stress from your Executive and or Team is important to the culture of your company. Having high emotional intelligence about the people and world around. You operate on a different level. If you are great with people chances are down the line working cross-functionally will be easier meaning establishing positive relationship with stakeholders and your Executive and team.