The Indispensable Executive Assistant: Surviving (and Thriving) in Uncertain Times

In times of economic turbulence, organizations often revert to instinct rather than strategy. Faced with shrinking margins, geopolitical instability, or sudden market shocks, leadership teams look for quick wins—immediate cost reductions that create the illusion of control. And too often, they look in the wrong place.

Support functions—particularly Executive Assistants—are frequently, and incorrectly, viewed as “low-hanging fruit.”

It is a flawed assumption. But it is also a predictable one.

And that is precisely why Executive Assistants must take deliberate steps to become as indispensable as possible.

Because while no one is truly indispensable, some people are far harder to remove than others—and in uncertain times, that distinction matters.

The Reality: Cost-Cutting Is Rarely Rational

When organizations panic, they simplify. They scan the organizational chart and ask a dangerous question:

“What roles are not directly generating revenue?”

This is where the misunderstanding begins.

Executive Assistants do not directly generate revenue—but they enable those who do. They create time, clarity, structure, and focus at the highest levels of the organization.

They are force multipliers. Yet, in a spreadsheet, that value is rarely visible.

So when the pressure comes, EAs are at risk—not because they lack value, but because their value is poorly articulated.

The Shift: From Support Role to Strategic Asset

The modern Executive Assistant cannot afford to be seen as purely administrative. Calendar management, travel bookings, and meeting coordination are no longer enough—not because they are unimportant, but because they are easily misunderstood as transactional.

To become as close to indispensable as possible, the EA must move into three critical spaces:

1. Operational Leverage

An indispensable EA reduces friction across the organization.

• They anticipate issues before they escalate

• They streamline communication between departments

• They ensure decisions are implemented, not just discussed

They are not just managing time—they are improving how the organization functions.

2. Strategic Alignment

Senior leaders are overwhelmed. Priorities shift. Messages get diluted.

A strong EA acts as a stabilizing force:

• Keeping executives aligned to strategic priorities

• Challenging distractions that derail focus

• Ensuring that what should happen actually does happen

This is not administration. This is organizational discipline.

3. Decision Support

At the highest level, time is the scarcest resource.

An indispensable EA:

• Filters information effectively

• Prepares executives for key decisions

• Provides context, not just data

They don’t just manage the calendar—they shape how decisions are made.

Visibility: If They Can’t See It, They Can Cut It

One of the greatest risks for Executive Assistants is invisible value.

You may be critical to the organization—but if that contribution is not visible, it is vulnerable.

Indispensable EAs actively manage their visibility:

• They communicate impact, not activity

• They link their work to organizational outcomes

• They ensure stakeholders understand their role in enabling success

This is not self-promotion. It is risk management.

The Hard Truth: Loyalty Is Not a Strategy

Many EAs assume that longevity or loyalty will protect them.

It won’t.

In times of economic pressure, decisions are made quickly and often without full understanding. The organization does not pause to reflect on individual contributions—it looks at perceived value.

Indispensability must be demonstrated, not assumed.

The Opportunity Hidden in Uncertainty

While economic downturns create risk, they also create opportunity.

When organizations are under pressure:

• Leaders need stronger support

• Decision-making becomes more critical

• Efficiency becomes essential

This is where the Executive Assistant can step forward. Not as a cost. But as a solution.

Moving Forward

No one is truly indispensable.

But you can absolutely become someone the organization would struggle to operate without.

Because when cost-cutting begins, organizations do not remove what they need—they remove what they believe they can live without.

Your role is to ensure you are never in that category.

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About the Author: Richard Arnott, BA, FInatAM, FIToL, is a Director of BMTG (UK) Ltd, and the author and lead presenter of the groundbreaking, globally recognised Advanced Certificate for the Executive Assistant: ACEA® program. Richard also sits on the editorial board of Lucy Brazier OBE's Executive Support Magazine.