Believe In Them First
Over the past several weeks, my writing has explored role clarity, purpose, influence and intention - different stages of my own leadership journey as an Executive Assistant, each one pushing me to think more deeply about not only what we do, but why we do it and how we choose to lead.
When I speak about leadership from an EA perspective, it comes in many forms. I want to acknowledge that not every Executive Assistant leads a team or works directly alongside a Senior Executive. Our roles differ significantly across schools and organisations. Yet I've come to realise that leadership isn't defined by the number of people who report to us, or by our position on an organisational chart.
As Executive Assistants, we lead every day - through the relationships we build, the influence we have, the decisions we make, and the way we choose to serve others. Whether we're partnering with a principal, supporting a leadership team, or working alongside colleagues across a school community, our influence is reflected in the impact we have on the people around us.
Returning for the first week of Term 3, several colleagues found their way into my office throughout the week. Each came for a different reason, yet they all seemed to need the same thing - a conversation. They weren't asking me to solve every problem or make every decision for them. They simply needed someone to listen, to encourage them and to help them find the confidence to take the next step.
As Executive Assistants, we know leadership isn't only found in the calendars we manage or the task lists we complete. It's found in the conversations we intentionally make time to have - the check-ins, the listening, the moments where we choose connection over efficiency.
People want to know that someone believes in them. They want to know they are valued, that their contribution matters and that the work they do is genuinely appreciated.
They are not necessarily looking for someone who has all the answers or someone who can solve every problem they encounter. More often than not, they are looking for someone who recognises their potential, encourages them when their confidence wavers and walks alongside them as they continue to grow.
Sometimes our role is simply to believe in people until they begin believing in themselves.
You know yourself how it feels when someone takes the time to recognise your efforts, offers a kind word or acknowledges a job well done. Those moments may seem small, yet they have an extraordinary ability to build confidence, remind us that we are valued and reinforce that what we do matters. If something this simple can have that effect on us, imagine the difference we can make when we intentionally offer that same encouragement to others.
For me, as I continue building my team, there is no greater privilege than watching each person grow in confidence, discover strengths they didn't realise they possessed and begin to recognise their own potential. Some of the most meaningful leadership we will ever exercise is not found in the decisions we make, but in the belief we place in other people. Already, in just one term, I've noticed my team stepping up and growing - a reminder that belief, given consistently, doesn't take long to take root.
And for Executive Assistants, I think this is particularly significant. Our profession is often recognised for organisation, coordination and operational excellence, yet much of our influence is exercised through relationships. Every meeting we prepare, every diary we manage, every project we coordinate and every conversation we have ultimately serves people. In many respects, we are servant leaders - not because we stand behind others, but because we intentionally invest our time, energy and expertise in helping others succeed.
As Executive Assistants, it is easy to measure productivity by the number of emails answered, meetings organised or projects completed. There are days when mentoring a colleague, listening to a team member or simply being available for a conversation means the inbox grows a little larger or a project waits until tomorrow. For many Executive Assistants, that will feel familiar. Yet I have come to realise that these moments are not interruptions to productivity - they are investments in it. I would prefer to stay back and work on a task, knowing a team member feels supported and capable, than leave on time with an inbox that's empty but a colleague who feels unseen.
Strong relationships create trust. Trust creates confidence. Confident people contribute more effectively, collaborate more openly and strengthen the culture of the entire team.
But of course, believing in people is not always easy.
Sometimes leadership asks us to have conversations we would rather avoid. Sometimes it requires us to establish expectations more clearly or make decisions that may not be immediately understood but are necessary for the wellbeing of an individual, the team or the wider organisation. For those of us who value relationships, these moments can feel particularly uncomfortable. We naturally want harmony. We want people to feel respected and supported. We hope our intentions are understood.
Yet I am beginning to realise that believing in people does not mean avoiding difficult conversations. In fact, believing in someone often means caring enough to have them.
Brené Brown writes that "clear is kind." Those three words have challenged my thinking. Genuine care is not demonstrated by avoiding discomfort. It is demonstrated by providing clarity with honesty, respect and genuine concern for another person's growth.
Compassion without courage can leave important conversations unsaid. Courage without compassion can damage the very relationships we are trying to strengthen.
Leadership calls us to hold both together.
Several times this week I also found myself returning to Viktor Frankl's Man's Search for Meaning - one of the best books I've read. Although Frankl was writing in circumstances far removed from our own workplaces, one of his central ideas continues to resonate deeply with me: while we cannot always choose the circumstances we encounter, we always retain the freedom to choose our response.
Educational institutions are complex. Every leader encounters moments that test their judgement. Misunderstandings arise, emotions become heightened, expectations differ and decisions become more complex than we anticipated. In those moments, our instinct is often to react. Frankl reminds us that there is a space between stimulus and response - and the more I reflected on that idea this week, the more I realised that this space is where thoughtful leadership begins.
It is within that pause that we choose to listen before speaking, to seek understanding before making assumptions and to consider not only the immediate situation but also the long-term wellbeing of the people entrusted to our care. That pause transforms leadership from being reactive to being intentional. It creates space for wisdom, patience and discernment. Personally, I find Frankl's words comforting.
My writing over the past few months has perhaps led me to understand this first. As I continue my own leadership journey, I've begun to see a common thread running through each of these recent articles. Role clarity helps us understand what we do. Purpose reminds us why we do it. Influence challenges us to think carefully about where we invest our energy. Intention shapes how we choose to lead. Yet none of these are complete unless we first recognise the people standing in front of us.
So as I continue this learning journey of leadership - this week, I leave you with another question.
Who in your school community simply needs someone to believe in them?
