Have you ever noticed how most of our best ideas and insights come to us while we’re in the shower? Or maybe while we’re on a walk or folding laundry. Shower thoughts, defined, “as a sudden idea that occurs to a person during an unconnected mundane activity” are aptly named.
My shower thoughts aren’t always brilliant ideas, but rather come to me in the form of questions or ideas I’m pondering. Which, I often then come here and share. Lucky you!
Here are a few of my recent shower thoughts:
- Where are all the fun, conversational, insightful podcasts for women in their 40s (that aren’t purely focused on careers or business)? I find myself hanging out with the Giggly Squad or the Daddy Gang (women in their early 30s). They are fun and easy listens, but I’m looking for something I can relate to a bit more. Please send recommendations!
- Why are Executive Assistants often expected to flex “up”, but Chiefs of Staff are never asked (and in fact, are usually encouraged not) to flex “down”?
- What does it say about me that I don’t like Halloween (never have and probably never will)? Happy Halloween to everyone who celebrates!
- Every time I see a successful CEO in the news (Brian Chesky), listen to a thought provoking podcast by an author or entrepreneur (Mel Robbins), or hear about a celebrity’s latest project (Selena Gomez), the first thing I always wonder is… Who is their assistant? What does their partnership look like? How long have they worked together? Is there a Chief of Staff on the team too? Why or why not? I just love understanding the team dynamics behind successful people. Anyone else?
- Is LinkedIn cringe? I feel like it’s been heading in that direction recently. And according to over 685,000 Subreddit members, the answer is yes. Note to self: Don’t end up on LinkedIn Lunatics.
Thank you for playing! Hit reply and let me know your recent shower thoughts. Keep it PG! 😉
– Hallie
P.S. November 5 is Election Day in the United States. Go vote!
Weekly Top 5
- Sheryl Sandberg’s first Chief of Staff at Facebook, Libby Leffler, raised $4 million to build First, a company that would make it easier for women to decide their financial future by allowing couples to complete prenups online. Currently only available in California, Leffler sees potential for growth into other states and expansion into other categories (maybe online divorce?). Love seeing this Chief of Staff to CEO story and that prenups are becoming less stigmatized.
- Want to increase your chances for success? According to Codie Sanchez, it’s not an amazing idea, a specific business tactic, or even hard work (shocking, I know!). It actually all comes down to habits. Codie shares the 5 [simple] habits that changed her life. Number 4 is probably my favorite!
- Ann Hiatt, leadership strategist and former Chief of Staff to Eric Schmidt, shares that at Google they constantly aimed for improvement by having a contrarian in every meeting to challenge ideas. Force Multipliers are uniquely positioned to be that contrarian, I might add! At Google they would often say, “Always fall in love with the problem, not the solutions.” Solid advice. Watch this 74 second clip from Ann here.
- One of the most important responsibilities of a leader is to make high quality decisions every day. So it’s no wonder decision fatigue runs rampant among leaders and Force Multipliers, especially in today’s high pressure work environments. Check out this Chief.com article about the impact of decision fatigue, how to deal with decision fatigue, and overcoming FOBO
- “Life moves pretty fast. If you don’t stop and look around once in a while, you might miss it.” Ferris Bueller’s Day Off was released in 1986 and yet the sentiment is just as relevant (if not more so) today. We’re in such a hurry to do and consume and succeed. But we only have about 100 years (if we’re lucky!). Let’s slow down, be more present and intentional, and savor them! When was the last time you stopped, looked away from your screen, and just lived? “Borrowing” a car and crashing a parade, not required.
“Let Me Know How I Can Help.”
🙋♀️ Raise your hand if you’ve ended a conversation or an email with your Executive, a team member, or a client with, “Let me know how I can help.”
We’ve all been there. It’s well-meaning, but let’s be honest – it’s passive. It puts the ball in someone else’s court and doesn’t necessarily scream, “I’ve got this!” Why? Because when you’re an EA or Executive Business Partner saying, “Let me know how I can help,” means you’re asking your Executive to stop, think, and tell you what to do. It subtly implies that they have to manage you or decide what you should take on. Instead of showcasing initiative, you’re waiting for direction. Executives want someone who can read between the lines, anticipate needs, spot gaps, and lead up without having to ask or constantly provide direction.
If you’re an Executive Assistant who wants to level up and become a strong strategic business partner, you have to shift from passive (albeit helpful!) to proactive – from offering vague help to taking clear control.
Becoming more intentional and assertive about how you show up is key. Think about it: Your Executive hired you to ensure that their objectives, goals, and vision are organized, communicated, delegated, and executed. So why not start actively thinking, “What can I take off their plate?” or “Where can I add the most value?”
Here are 8 ways to become a more proactive strategic business partner:
1. Know Their Priorities Inside and Out
You can’t be proactive if you don’t know what matters most to your Executive. Take the time to understand their goals, the key projects they’re working on, and the challenges they’re facing. Ask yourself: What’s keeping them up at night? What would make their day easier
Once you’ve got a solid grasp on their priorities, you can start anticipating their needs. For example, if they’re preparing for a big meeting or project, don’t wait for them to ask you to book the meeting room, coordinate with other team members, or prep materials. Just do it. Executives love it when things just get handled.
2. Propose Solutions, Not Just Problems
When you bring an issue to your Executive’s attention, don’t stop there. Come with possible solutions in hand. Let’s say there’s a scheduling conflict or a project bottleneck. Instead of simply saying, “There’s a problem,” take it a step further: “Here’s the issue, and I have a few ideas on how we can resolve it.”
This shows that you’re not just spotting issues—you’re thinking critically about how to fix them. Executives don’t always have the bandwidth to problem-solve every little thing, so this is a way to add real value to the relationship.
3. Be Specific in Your Offers to Help
Saying “Let me know how I can help” is vague and puts the burden on your executive to define how you can assist. A better approach? Be specific. Instead of waiting for instructions, try something like, “I noticed we have a gap in communication with the sales team. How about I set up a weekly check-in to keep everyone on the same page?” or “I see you’ve got back-to-back meetings. I’ll make sure you have everything you need and block 15 minutes after each for notes or follow-ups.”
By offering clear, actionable ways you can help, you’re showing initiative and making it easy for them to say, “Yes, please do that.”
4. Master Time Management (Theirs and Yours)
One of the most valuable things you can offer as an EA is time—time saved, time well spent, and time recovered. But managing time goes beyond scheduling meetings. It’s about understanding how to create space for the things that matter most.
This could mean managing your Executive’s calendar with an eye for balance—blocking off time for deep work, making sure they’re not double-booked, and building in breaks when you know they’ll need them. It could also mean managing your own time efficiently so you can be on top of things before they even ask. If you notice their inbox is getting cluttered or a project deadline is looming, take action to organize and prioritize before it becomes a problem.
5. Take Ownership of Your Role
To level up, you need to own your role. Don’t wait for someone to hand you responsibility—take it. If you see a project that could use more structure or a process that could be streamlined, dive in and make it better. Take the lead on initiatives that fall within your wheelhouse. And even if they don’t, don’t let that stop you. It could be the perfect opportunity to upskill and learn.
When you demonstrate that you can own your work and follow through without being micromanaged, your Executive will start to trust you with bigger, more strategic tasks. And trust is key when you’re trying to level up in any role.
6. Upskill Yourself Constantly
You might be amazing at what you do right now, but to continue leveling up, you need to stay ahead of the curve. The EA role is evolving rapidly. So, keep learning.
If your Executive is deep into analytics or finance, consider taking a course in those areas so you can speak their language and offer more support. Maybe it’s time to master new software tools that can automate some of the more repetitive tasks, giving you more time to focus on high-value work. The more skills you bring to the table, the more invaluable you become.
7. Communicate Boldly
Don’t be afraid to speak up. If you have an idea, share it. If something’s not working, say so. Part of leveling up means stepping into your power and being confident in your contributions. Executives appreciate clear, direct communication, especially when it comes from someone they rely on day in and day out.
This doesn’t mean being pushy or overstepping boundaries, but rather, having the confidence to engage in discussions about what you believe is best for the business or your Executive’s workload.
8. Build Stronger Relationships Across the Team
EAs are often the center point of the team, so make sure you’re fostering strong relationships not just with your Executive, but with other team members too. The more you understand the broader team dynamics and individual roles (and they understand your role), the better positioned you are to connect the dots and keep everything running smoothly.
When you know who to go to for what, and you have a pulse on the team’s workflow, you’re not just an assistant—you’re a key facilitator of success.
The next time you’re tempted to say, “Let me know how I can help,” pause and ask yourself, “What value (i.e. question, idea, solution, framework, process, etc.) can I bring to this email or conversation? How can I step up right now?”
In the end, leveling up as an Executive Assistant means stepping into the mindset of ownership and partnership. Instead of waiting to be told what to do, start thinking about how you can actively contribute to the bigger picture. Be bold, be specific, and be proactive. Your Executive hired you because they believe in your capabilities—now it’s time to show them just how invaluable you can be.
