What do you do if executives are not responsive to your requests as an Administrative Assistant?

My team and I prioritize effective communication with executives, striving to avoid overwhelming their inboxes with numerous emails. Instead, I advocate for a structured approach wherein my team maintains an ongoing tracker. Additionally, we conduct weekly check-in sessions to ensure alignment and progress. In the event of any cancelation to these sessions, we rely on the tracker as a fallback, often prompting a timely response via email or phone communication.

Are you sending comms when they've just walked out of a meeting? Is it getting lost in a sea of emails? Have they got a big meeting coming up that they're prioritising over 98% of other things? It's important to understand where your Exec's mind is at to better understand where their priorities are in that moment. As with all things, start as you mean to go on, ensure that you're connecting with their teams and wider business network to understand what's happening in their world in detail

If I haven't received a response to my request, I always send a polite follow-up email or message. Sometimes executives are busy and may have overlooked your message.

I find sending a fast sms works more often than not. Frame in a short A or B or C reply. How do you want me to handle xxx? A) Send an email to xxx saying xxx B) Talk to xxx and then advise xxx C) Do nothing It works!!!!

I would say communicate the way that they like to be communicated with! Do they want conversational, are they "all business" reflect their tone and style in your communications, alongside of course ensuring that you're clearly passing on the information needed!

In der Kommunikation ist es wichtig, so deutlich wie m?glich zu sein und je nach Empf?nger auf eine Sprache zu verzichten, für die man ein gewisses Sachverst?ndnis ben?tigt.

In my experience as a dynamic Executive Assistant, when assisting a Dynamic Executive, I must see a picture that the Executive does not see, yet recognizing the talents in the Executive, protecting the Executive and making sure that the Executive succeeds! If the Executive does not succeed - the Executive Assistant does not succeed! GO TO WORK!

I disagree with escalating to a higher up. Never go above your executive's head. Assuming the EA has access to the executive's schedule, set up a meeting or pop into their office when they are not in a meeting to get the answer.

I believe how an EA follows up makes the world of difference. I have some EAs that behave as if they are the executive and you must respond to them in that manner. That is usually a sure way to get shut down and ignored. I am speaking as an Executive and what I respond to when I have EAs for various Managers/Executives following up with me. What helps is to state that the priority of what is being followed up, the deadline for the feedback to make a timely submission and that you need the info to share with your Executive. If after several of these conversations, there is nonaction, an email to the Executive copying everyone else is a good step, as everyone responds to different stimulus.

Keep a list for yourself of what you need answers on and run through it when you see them in person or via comms channels. Maybe add an outstanding q to an email chain that they are actively responding to. It's important that they understand the urgency of the request but without adding to their stresses as your view of urgent may not match theirs.

Von mir gibt es per Mail immer einen Friendly Reminder. Bei jedem kann mal etwas untergehen. Den Reminder versehe ich mit einem Rückmeldedatum und wenn das nicht hilft, gibt es eine letzte Rückfrage und dem Hinweis, dass Thema hoch zu eskalieren.

I am 100% behind this tactic. From personal experience, while it may be frustrating to feel unheard it is crucial to have your proof to back you in the long run. Most importantly, being able to showcase this proof at your performance reviews, and monthly and quarterly meetings it sometimes the visual needed to put things in perspective. Most importantly, seeking guidance is not a weakness but a skill that when acquired makes you more well-rounded in being able to respond to your executives. Being seen and heard is something we strive for as administrators.

Keep it simple - and try to tie what you need back to their priorities. I love bullet-point lists so that they can reply to each bullet at their leisure - or in some cases, it prompts a quick five-minute call. Which brings me to another option, set five minutes on their calendar for a run-through as needed. Sometimes those five-minute downloads save way more time than filling the email box but at least you have the email to help drive the conversation - and odds are, a lot of the time they read the email but haven't replied so the meeting is already teed up.

I think it is useful to provide context for your requests to help the executives understand why they are important and how they contribute to the overall goals of the organization.