In this article, author Jan Jones discusses how executive assistants can maintain a realistic work-life balance.
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Question: What suggestions do you have for executive assistants who would like to maintain work-life balance? Many assistants need to be available 24/7, sometimes even when we are on vacation. How can we manage these expectations? I work hybrid, but my in-office hours are increasing since most of my team and my executive are back at their desks.
Jan Jones: If work-life balance is a high priority for you, don’t take a job that doesn’t offer you that choice. Whether it’s a priority due to family commitments, a desire to have personal time for other interests, or rest and recovery, we all make work-life choices. You have to decide your priorities and find a job that fits them so you can enjoy “work-life harmony,” as Jeff Bezos has described it.
How do you decide? Start by examining what level of assistant you want to be. What suits your lifestyle needs and your professional aspirations? If you have personal commitments that preclude you from being available at all hours, don’t take a job the requires that, because you’ll be setting yourself up for stress and failure from the outset.
It’s easy to get carried away when you see an exciting job description that looks to offer everything you want, especially autonomy, and the opportunity to make an impact. But look closer. Recently, I saw a job ad that had EAs salivating at the prospect of a 100% remote job, working for a female CEO. It took me about a minute to recognize the job would be all-consuming. The EA would need to take charge of “every facet” of the CEO’s life, “from the mundane to the critical.” How much work-life balance would the EA have in a role like that? It made no specific mention of salary range, something EAs insist must be included in any job description. Yet, EAs were clamoring to express their interest to the CEO.
With certain types of executives, it’s expected their assistant will be on call outside of standard business hours. In fact, there’s no such thing as standard hours for some executives, particularly CEOs. EAs who are accustomed to supporting this level of executive are clear about the expectation. They know it is a requirement and they make the necessary adjustments in their lives. It takes adaptability, flexibility, tolerance for uncertainty and endless shifting of priorities.
For assistants who are not experienced with that level of demand, and are not interested in that level of commitment, clarify the expectations in the job interview. Start with the recruiter and follow it up when you meet the executive. If you are concerned that the question might jeopardize your prospects, ask about their workstyle preferences. If they say that their weekends are family time, you’ll know that you probably won’t be disturbed over the weekend. If they go to the gym, get coffee and catch up on the news first thing in the morning, likely you can have those early hours free for your own routines. If they say “I work all hours”, you’ll know what you are in for.
Business doesn’t stand still, so even if you were assured you won’t be on call, your hours may increase as the business environment shifts. In that case, have a conversation with your manager to determine if this will be ongoing or temporary, and try to establish some middle ground that suits both of you. Be flexible. Give a little to get a little. You may even end up getting more than you expected.
If you are already in the job, your hours keep increasing, and your workload is ballooning, find an opportune time to have a calm discussion about it. Bring solutions for how it can be fixed, along with examples of when and where you’ve been putting in excessive time. Point out upcoming projects that will be placing demands on you, so your manager realizes this is something that’s ongoing, not a one-off occurrence.
Bear in mind that sometimes your executive simply doesn’t know what it’s taking for you to get your job done. They don’t know you are on overload. Communicate and find solutions together. These conversations aren’t always easy. But they will help you learn to negotiate, to consider other perspectives, bridge gaps and work out favorable outcomes for everyone. It will benefit you beyond the workplace and build your confidence.
One example of establishing boundaries is the assistant who arranged with her executive that she would not be available between 5:00 pm – 9:00 pm because that was her family time. Once her kids were in bed, she resumed working if necessary. These are the kinds of parameters you can set up with your executive to make sure you have some guaranteed private time, but are not completely out of reach. Shape the environment early is terrific advice I once read. We should all heed it.
It’s understandable that assistants feel frustrated because they don’t set the agenda. It can make life feel out of control. But even if you don’t set the agenda, you can manage the agenda. Create guidelines that work for you and your manager. If you’ve let creep happen and the hours keep getting longer, take charge. Try not to be too rigid or you could end up in a strained working relationship and be viewed by your team as uncooperative. It could result in you being overlooked for assignments, or excluded from projects you’d enjoy. As much as we like to pretend this doesn’t happen, it does.
Being on call has been typical for senior-level executive assistants long before email and smartphones were introduced to the workplace. It’s simply the nature of the EA role, especially for EAs who have a close partnership with their executive, and who are relied on by their executive for details big and small.
A 24/7 schedule is customary for EAs who enjoy and understand the nature and flow of business. I thrived on being central to the action. I wanted to be in on all the details, to be on hand to get a jump on things. I never wanted to hear it’s all been done without me because I was not available. To me, that would defeat the purpose of my role as executive assistant.
But that mindset and workstyle are not the case for all assistants. So, determine your preferences and make sure they align with your executive, if you both are going to be happy in the partnership. That said, I caution EAs not to overdo it. Burnout sneaks up on you. At some point, even the most dedicated, job-loving assistant needs time to decompress and rejuvenate body and soul away from the business.
One of the best tools an EA has for managing a 24/7 work expectation is anticipation. Think ahead. Plan. Be in ready mode to take action. Keep your executive apprised of all activities so they have minimum need to interrupt your private time. If matters are pending, let them know status and when you expect resolution. Tell them where to find anything they might need if you are not around.
There are times when your executive isn’t actually wanting anything specific. They just want to check in, maybe talk something through with you. Be available for that. It’s a privilege to have your executive value your opinion enough to seek your counsel.
These days, with easy-access communication tools, it’s unlikely that EAs who consider themselves critical to the business, would go on vacation without checking in with work at some point. I did that even before technology allowed us to touch base via quick text message.
If you are going on vacation and your boss has decided against backup support, figure out how to keep your responsibilities covered so you don’t come back to a mess. Anticipate anything critical for your executive in your absence, and make sure you have it covered. Set them up to continue being productive, just as if you were there. Some assistants say they like their manager to experience what life is like without them. OK, but be prepared in case they also realize what they are not getting from you when you are around. I like hearing from executives about how thoughtful their assistants are. Even when the EA is not there, everything has been thought through. That thoughtfulness makes an impression on executives. They see your value. Even when you aren’t there, your presence is felt.
If you’ve a mind to, offer a time when they can reach you if critical. Or, set up a time when you will check in, in case the unexpected happens. Let them know if you are agreeable to receiving an occasional email, or being texted for something truly urgent, if you are willing to accommodate that.
I’m not encouraging you to work on vacation. I’m simply suggesting some alternatives if your executive will be left without backup while you are gone. Certainly, in the case of EAs who are remote workers, your executives may be accustomed to being left to their own devices, so they are able to cope. Yet, you should consider what I said about being a silent presence even if you are not there. That’s how “business partners” do it. Leaving your executive to their own devices is too much of a 9-to-5 employee mentality.
Being on call suited me because my work gives me energy. It’s a means of self-expression where I get to stretch my ability and do work I’m passionate about. Importantly, I made sure I was remunerated for being willing to undertake that work-style. If you don’t make that a condition, you may be resentful of the intrusion on your time.
If we need reminding that we can’t predict the future, remember the pandemic and how life was turned upside down. It’s a tall order to try and chart a career course and not feel some level of anxiety or guilt, along with the excitement. There are always compromises and trade-offs. What’s the best option for you now and for the longer-term? Something that suits you today, may not suit you tomorrow. Make those future adjustments without self-recrimination. These are not trivial decisions you are considering, so think strategically. What will give you the lifestyle you desire, while meeting your financial goals? It may take some trial and error, but you won’t go wrong betting on yourself.
©The CEO’s Secret Weapon. The ideas expressed in this article and any text extracted from “The CEO’s Secret Weapon” are the intellectual property and copyrighted to Jan Jones. All rights reserved. No unauthorized usage or duplication by any means is permitted without the express consent of the author.
Author: Jan Jones
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Jan Jones is the author of “The CEO’s Secret Weapon How Great Leaders and Their Assistants Maximize Productivity and Effectiveness.” The book has received widespread acclaim from executives and executive assistants worldwide. Jan spent 20+ years as an esteemed international executive assistant to well-known business people, including Tony Robbins, the world’s #1 business and life strategist. Jan continues to champion the executive assistant profession with her writing, consulting and speaking. She offers timeless, practical advice that is relevant to the day-to-day role of the executive assistant.
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The CEO’s Secret Weapon: How Great Leaders and Their Assistants Maximize Productivity and Effectiveness
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