There’s more advice out there than ever on how to run a business — from blog posts, keynotes, LinkedIn posts, Twitter threads, and much more. And yet, there are certain business-critical topics that don’t seem to get nearly enough airplay in leadership circles.
One such example? Working with executive assistants.
When leveraged correctly, an EA can be one of the most important tools in a startup founding team’s arsenal — freeing up space to focus on the thorniest challenges facing the business. But there isn’t all that much tactical information out there on how to specifically work with EAs — often, it’s just something leaders are expected to know how to do.
Without clear-cut guidance, plenty of folks end up just sticking to the basics, relying on an EA to manage their calendar and book their travel. Of course, these can be helpful tasks to check off the list. But they’re probably not meaningfully moving the needle on your effectiveness as a leader. Often, this means startup folks write off EAs altogether.
As the co-founder and CEO of Levels (and a 4x startup founder) Sam Corcos has carefully honed his approach to working with EAs over the years. Regular Review readers may recognize Corcos from last year’s ultra-popular article he penned on how he tracks and manages his time as a startup CEO. (If you haven’t read it yet, we definitely recommend checking it out.) He admits he’s pretty obsessive about optimizing his productivity as an early-stage startup founder.
In today’s article, Corcos dives into the weeds of all things EAs and delegation. He outlines his specific tips for working with EAs — whether it’s your first time bringing one on board, or you’re looking to better leverage the EAs you already work with. He also unpacks the process for expanding the EA pool so that every employee at Levels, wherever they are on the org chart, can delegate to EAs. Along the way, he shares tons of crisp examples, templates and documents that you’ll want to borrow.
Thanks, as always, for reading and sharing!
-The Review team