Anticipating needs is part art, part science

I had a great time speaking at the Marcus Evans The Xtraordinary Executive Assistants: Growth, Mindset, Resilience and Executive Presence conference yesterday.

I spoke to a topic I'm very passionate about, one that features in all my programs and private mentoring: Anticipating needs in the most elevated way.

Moving away from day to day BAU anticipating and into a space that creates high value impact. It is a game changer and why I work on this with all of my clients.

I've recruited and managed many EA teams throughout my career and there's one question I always ask in interviews: tell me how you anticipate your executive's needs?

A very simple question, but effective at revealing how an EA approaches their work, what they value, their mindset, curiosity, ability to lean into the strategic space and their commitment to personal growth.

80% of the time answers will be around printing meeting papers, confirming meetings in advance or similar. Important, but BAU anticipation.

EAs need to be able to recognise and articulate how they use their anticipation skills to support their executive and contribute to their and the organisation's success.

High performing EAs are as focused, curious and as determined as their executive. They approach anticipating from a place of curiosity, strategy and executive presence. The result is high impact contribution, increasing efficiencies, reducing friction and pain points, creating a no surprises culture, protecting their executive's brand and freeing valuable time for their executive to focus on strategic priorities.

Here are 5 quick tips I shared yesterday.

Catch ups are sacred

Make them stick. This is what will get you and your exec out the weeds, off the reactive hamster wheel to plan for a focused, thoughtful future. It's where you'll get the biggest insight into the sweet spots where you can make a difference and contribute at a higher level.

• Be prepared
• Ask clever questions
• Take in materials and topics that elevate the discussion from BAU into the strategic, long term view space.

Tune in and take action

Pay attention to:

• What your exec regularly asks for
• What they complain about
• Their expectations around deadlines and deliverables
• Which of their personal ways of working / habits regularly trip them up
• When their energy is highest - plan important commitments around this if you can
• What they regularly change in reports and comms

Know the why behind everything, not just the how

Know your business, really well, beyond the structure. Understand the WHY and where every activity ladders up to, it's ultimate outcome or purpose. This is just as important as understanding the HOW to get things done and is often the missing piece of the puzzle for EA handovers and inductions. Know this and you can lean in in a more meaningful way.

Manage expectations

Keep your eye on peak pressure periods in the organisation - this is when deliverables fall off the rails. Set expectations early, call out pressure points in advance. High performers can spot the accident waiting to happen months in advance through utilising reports, calendars and dashboards.

Mindset matters

• Know your stuff. Be curious, ask questions.
• Be flexible - adjust approach according to circumstances and stakeholder needs
• Develop unshakable self-belief and confidence
• Have faith in instincts and judgement - second guessing is an anticipation killer
• Focus on personal development to constantly evolve, keeping up with the growth of your organisation and external change

I hope these quick tips are helpful for you. I'd love to hear from you.

What puts a spanner in the works for you with high value anticipating needs?

What are your top tips?