What will define a high-performing EA in Q4?

I cannot believe we are heading into the final stretch of the year! Q4 is always an interesting time for EAs. Everyone is busy, diaries are packed, priorities are shifting and there’s usually a lot to get over the line before Christmas. Then the festive season starts to loom, bringing plenty of distractions with it – at least for me anyway!

But I think this is also when you really see the difference between someone who is simply busy and someone who is genuinely high-performing.

So, what does high-performing actually mean in an EA capacity? “High-performing” is one of those corporate buzzwords being used all the time at the moment. I asked two of our clients what they think this means for an EA, and there was a lot of crossover in their answers. It also got me thinking about the EAs I’ve worked with over the years who really stand out.

For me, one of the biggest things is being three steps ahead. The best EAs aren’t waiting for the request to land. They’re thinking ahead, spotting where something could become a problem and, ideally, sorting it before anyone else has even noticed it. Having a sixth sense and just knowing is definitely a gift that many EAs seem to be born with.

They know their executive well enough to anticipate what they’re going to need, who they’ll want to speak to, what might cause a headache and where their time is best spent. I also think knowing when to say no is hugely underrated.

Boundaries and gatekeeping:

Not everything is urgent. Not every meeting needs to happen and not every request deserves a prime spot in the diary. A really strong EA has the judgement to protect their executive’s time and the confidence to push back when they need to. And importantly, they know how to do that – professionally and politely, without damaging relationships.

Then there’s understanding the business. This is something I hear more and more from clients. They don’t just want someone who can manage a diary brilliantly. They want someone who understands what is going on around them. What is the business trying to achieve? Where are the pressures? Who are the key stakeholders? What actually matters to the executive?

The best EAs I meet have a genuine interest in the business they support, they are curious enough to ask questions and want to understand the bigger picture. In this case they’re not just managing time, but make sure it’s being used in the right way. And then there’s something that is much harder to teach: being the calmest person in the room.

When the diary is on fire, flights are changing, the board pack is late and three people need something “urgently”… The high-performing EA isn’t adding to the panic, instead they’re the person everyone looks at and thinks: “They’ve got this.” I think that calmness, particularly when supporting senior and demanding individuals, is such a valuable quality.

And finally, being able to articulate your impact.

This one really stood out to me when I was thinking about year-end reviews. It’s easy to say: “I managed the diary, booked the travel and kept everything running.” But what did you actually change? What problem did you spot before it became a problem? What did you take ownership of that went beyond the traditional EA remit? Those are the things that demonstrate your value.

So, if you’re an EA thinking about your year-end review, rather than just looking back at everything you’ve done, I’d ask yourself: If I wasn’t here, what would be noticeably harder?

I think that’s a really useful way of recognising the value you bring.

And from the hiring side, these are also the qualities I’d be looking for as we head into 2027. Because yes, hiring can slow down in November and December, but great candidates don’t suddenly disappear because it’s Christmas. Actually, I think Q4 can be a really useful time for businesses to take a step back and think about what support their leadership team genuinely needs going into the new year.

What kind of EA will make the biggest difference to your business in 2027?