Beyond the Basics of Anticipating Needs as an Executive Assistant

After coaching and training executive assistants for over 14 years, we’ve seen a consistent pattern. Anticipating needs as an executive assistant is one of the most valuable—and often overlooked—skills an EA can develop.

We coach heavily on understanding that anticipating needs isn’t just about logistics—it’s about understanding an executive’s priorities, preferences, and even their unspoken frustrations. Many assistants naturally have strong intuition, and for some, this skill comes more easily than for others. But the good news? It can absolutely be learned and improved with the right approach. We’ve worked with assistants at every level, and time and again, we see that those who commit to developing this skill become indispensable to their executive.

The Foundation: Small Gestures Matter

Anticipation shows up in ways like tightening up a messy agenda before a big meeting or polishing a slide deck for a flawless presentation. It might also mean preparing a quick reference sheet ahead of a board discussion.It might look like moving a call to give your executive time to reset before a tough conversation or placing a key document right where it’s needed, without being asked. These acts may seem small, but they signal something bigger: deep attention, thoughtful timing, and strong instincts. They say, “I see what you need before you even have to ask.” When an EA consistently delivers what their executive needs in advance, it shifts the dynamic. You’re no longer someone they delegate to—you’re someone they rely on to think ahead.

But staying at this surface level means missing an opportunity to provide deeper, more strategic support. The best executive assistants don’t just respond to immediate needs—they predict and prevent issues before they arise.

Taking Anticipating Needs to the Next Level

Once trust is established, the next step is honing the ability to see patterns and proactively solve problems. In our training, we guide assistants to move beyond daily task management and develop strategic foresight.

Proactive vs. Reactive

We always ask assistants: Are you fireproofing or putting out fires? A reactive assistant waits for a problem to arise before addressing it, while a proactive assistant identifies potential issues and neutralizes them before they become problems.

To shift into proactive mode, start looking for patterns:

What consistently slows your executive down?
Which meetings do they always dread?
What reports or projects do they put off?
Are they frequently overwhelmed at the same points in the quarter or year?

Assistants we’ve coached have used these observations to completely reshape how they support their executives. One noticed that her executive always had a last-minute scramble before board meetings, so she built out a structured prep system weeks in advance, eliminating stress and allowing her executive to walk in fully prepared. Another noticed that her executive struggled with email volume. She triaged, organized, and introduced a daily summary with only the most critical messages—saving hours each week.

Starting with the Why

One of the biggest mindset shifts we instill in assistants is to always start with “why.” Why is this meeting important? Why does this process exist? Why does your executive struggle with certain tasks?

Understanding the bigger picture allows assistants to anticipate in a way that’s actually helpful, rather than just checking boxes. If an executive is dreading a standing meeting, maybe the real issue is that it’s no longer necessary. If they’re constantly running behind on emails, perhaps a better system, not just more reminders, is the solution.

We once worked with an assistant who realized that her executive’s calendar was filled with meetings that they didn’t find valuable. Instead of simply scheduling as requested, she proactively reviewed the necessity of each meeting. She suggested alternatives for some and freed up 20% of her executive’s time. That’s the power of starting with why.

Never Stop Learning

Great executive assistants are always learning—not just about their executive’s needs, but about their industry, company, and role. Assistants who invest in their own growth naturally become more valuable because they can anticipate changes before they happen.

We encourage EAs to:

Read industry news relevant to their executive.
Take professional development courses.
Learn new technology that could streamline their executive’s workflow.
Study the company’s strategic goals to align support accordingly.
Gain knowledge in financial reports, marketing trends, or sales projections if those areas impact the executive’s decision-making.

We’ve coached many assistants who, after deepening their understanding of business operations, were able to flag potential opportunities and risks their executive hadn’t even considered yet. One EA who worked with us took the initiative to learn about financial forecasting, which allowed her to proactively suggest budget-friendly solutions before the executive even had to ask.

Never Stop Networking

Many assistants underestimate the power of networking, but we’ve seen how connections can make a huge difference in an EA’s ability to anticipate needs. Whether it’s having a go-to contact for last-minute reservations or learning new efficiency tricks from other assistants, a strong network is a game-changer.

Join professional groups for EAs to stay ahead of industry trends.
Build relationships with key contacts in their executive’s network.
Attend industry conferences and executive assistant meetups.

We worked with an EA who built such a strong network that she was able to secure hard-to-get reservations and industry introductions that positioned her executive as a leader in their field. Another leveraged her connections to find a last-minute venue when an important client event was nearly derailed.

Read Everything. Listen to Everything.

We train assistants to be information sponges. The more you absorb, the more you can anticipate. If allowed, read internal communications, executive summaries, board reports—anything that gives you insight into your executive’s world. The more context you have, the better positioned you are to help.

We’ve seen assistants catch critical details just by reading between the lines in an email thread or a company-wide announcement. Sometimes it’s spotting a shift in language that signals a priority change. Other times, it’s seeing a request sent to someone else and stepping in to make sure it gets handled. Listening closely during meetings, tracking what’s said offhand, and noting how decisions are made all give you cues that can guide how you show up.

The assistants who build real value are the ones who don’t just listen for tasks—they listen for subtext. And they don’t just read what’s in front of them—they connect the dots and act on what’s likely to come next

Attend Meetings

A major shift happens when an executive allows their assistant into key meetings. We always encourage executives to bring their EAs into the room because this visibility gives assistants the knowledge to anticipate needs at a higher level.

If your executive isn’t automatically including you, advocate for yourself. Assistants who sit in on meetings can follow up on action items, flag potential roadblocks, and ensure their executive is always prepared.

And once you’re in the room, make it count. Take sharp, organized notes. Track action items and next steps, not just for your executive but across the board. Follow up with summaries that are clear and useful. When you show up that way, your executive starts to see how much they rely on your perspective and support. It’s not just about observing—it’s about helping the conversation turn into real progress and making sure the important stuff doesn’t slip through the cracks.

Reading the Room

One of the most valuable skills an EA can develop is learning to read between the lines. We’ve worked with assistants who, through experience, have learned to pick up on subtle cues when their executive is overwhelmed but not saying it, when a client meeting has tension no one names, or when a last-minute change could quietly unravel the day.

One strategy we coach on is active listening—not just to words, but to tone, energy, and body language. That kind of awareness is often what takes anticipating needs to the next level. For example, an assistant we placed and coached noticed her executive getting increasingly short-tempered after back-to-back meetings. Instead of waiting for it to boil over, she built in breaks, moved less urgent conversations, and made sure the most important discussions happened when her executive had the most clarity. It was a small shift that made a huge impact—and her executive never had to ask for it.

Take Responsibility for Your Role

Anticipating needs isn’t about always waiting for permission—it’s about taking initiative. We always remind assistants that their executive is not responsible for handing them opportunities; it’s up to them to show their value. We always remind assistants that their executive isn’t responsible for carving out opportunities; it’s on the assistant to step into them. That could mean tightening up a clunky process, spotting friction before it slows something down, or stepping in with a solution before anyone realizes there’s a gap. These are the kinds of actions that define anticipating needs as an executive assistant. The more you take ownership of your role, the more your executive sees you as someone who isn’t just supporting the work but actively shaping the way forward.

Real Examples of Anticipating Needs as an Executive Assistant

Building systems that reduce decision fatigue, like templated responses, prioritized task lists, or frameworks for recurring decisions.
Creating a weekly snapshot email that highlights priorities, open loops, and upcoming pressure points.
Noticing when meetings are redundant or low-impact, and suggesting alternatives to protect focus time.
Prepping key points or background context before big conversations so your executive can walk in ready.
Following up with others on behalf of your executive so decisions don’t stall or go in circles.
Keeping a running list of their long-term goals—and nudging progress when things start to drift.
Spotting misalignment between what your executive says is important and where their time is actually going.
Creating quiet space in the schedule when you see signs of burnout or overwhelm, without waiting to be told.
Thinking one or two steps ahead in projects, and asking the questions no one else is asking yet.

Forward-Thinking Executive Assistants

After years of hiring and coaching assistants, we’ve seen time and again that the most effective EAs are the ones who go beyond what’s expected. They spot obstacles before they become issues, pivot fast, and keep refining how they show up. When you lean in to mastering the art of anticipating needs as an executive assistant, you shift from supporting the work to influencing how it gets done.