The Complete Guide to Managing Executive Meetings (2025)

When it comes to managing Executive meetings, we know better than anyone that it’s not just about keeping a calendar full. It’s about shaping a day that drives results, reduces stress, and gives our Executives the space they need to lead effectively. If you’ve ever spent time chasing meeting agendas, rearranging last-minute changes, or wondering if a meeting even needed to happen, you’re not alone.

As Executive Assistants, we have a front-row seat to the disruption that an unmanaged calendar can cause. We also have the skills and insight to turn that disruption into a calm, focused, and productive day. Managing Executive meetings well is one of the most powerful ways we can influence not just our Executive’s success, but the entire team’s.

In this guide, we’ll explore how we can manage Executive meetings with real intention. We’ll look at how to raise awareness about meeting culture, categorize different types of meetings, plan meticulously based on meeting type, prepare our Executives effectively, and help them walk into every meeting with the right mindset. We’ll also share practical templates, checklists, and habits that we can use to make meeting planning a real strength in our roles.

Managing Executive meetings is about planning with purpose. Every meeting we support should move something forward, strengthen a relationship, or create clarity around important work. With a thoughtful approach and a clear understanding of what helps our Executives and ourselves perform at their best, we can shape meeting schedules that are focused, productive, and truly intentional. Let’s dive in together and rethink how we approach meeting management, one focused and intentional day at a time.

Raising Awareness About Meeting Culture

When it comes to managing Executive meetings, one of the first things we need to do is step back and take an honest look at the current situation. Meetings are everywhere, and if we’re not intentional, they can quickly take over the day without adding much value. Managing Executive meetings effectively starts with understanding the bigger picture.

Tracking Meeting Overload

Let’s start by asking a simple but important question: how many hours does your Executive actually spend in meetings each week? Not just “big” meetings, but every single one-on-one, team catch-up, and stakeholder call. It’s easy for meeting creep to happen without us noticing. Meeting creep is when small, seemingly harmless meetings start to pile up over time, eventually crowding the calendar without anyone making a conscious decision to add more. If we can get a clear picture of just how much time is being swallowed up, we can also spot opportunities to create breathing room. Managing Executive meetings means stepping back and tracking these patterns carefully.

There’s a real opportunity cost here. Every hour spent in a meeting is an hour not spent thinking strategically, building relationships, or getting important work done. A good place to start is by conducting a time audit to get a true sense of where the time is going. We won’t go into full detail here, but if you want a step-by-step guide on how to do it, you can find everything you need in this blog post on creating time audits for your Executive. Managing Executive meetings means protecting their time as if it were our own.

Recognizing Inefficiencies

We also need to look at our own workload. How much time are we spending prepping for meetings? Are we chasing down missing agendas, following up with attendees, booking and rebooking rooms, or fixing tech glitches? These are the hidden bottlenecks that can slow us down and create frustration. Meeting inefficiencies can look like:

• Chasing incomplete or missing meeting materials right before a session starts.

• Last-minute rescheduling that disrupts the flow of the day.

• Meetings running over time because there’s no clear agenda.

• Duplicate meetings being booked to discuss the same topic.

• Technology issues that waste valuable minutes at the start of the meeting.

• Meetings being scheduled without clear decision-makers in the room.

Recognizing these inefficiencies doesn’t mean we’re doing anything wrong. It means we’re spotting areas where smarter systems and a more focused meeting culture can make a real difference when managing Executive meetings day-to-day.

Understanding Your Executive’s Pain Points

We all hear it from our Executives: “Another meeting?” or “That could have been an email.” Knowing their frustrations gives us valuable insight into what kinds of meetings they actually find useful versus the ones that drain their energy.

Managing Executive meetings with care means designing a schedule that plays to their strengths, keeps them energized, and reduces unnecessary meetings whenever possible.

Why Your Executive Attends So Many Meetings

Before we jump into fixing the meeting overload, it’s worth taking a closer look at your Executive’s behavior. Sometimes an overwhelming calendar isn’t driven by the team’s demands, but by the Executive themselves. Here are a few things to consider:

• Do they like to feel busy, and that manifests itself in lots of meetings?

• Do they accept every meeting request that hits their inbox, without checking in with you first?

• Are they suffering from “meeting FOMO” – a fear of missing out on important discussions?

The psychology behind meeting overload is real. According to the Harvard Business Review, there are six key behaviors that often explain why Executives end up overloaded:

1. FOMO (Fear of Missing Out): They equate presence with productivity, feeling they must attend every meeting to stay relevant.

2. Selfish Urgency: People pushing their agendas create urgency that pulls Executives into meetings unnecessarily.

3. Meetings as Commitment Devices: Regular meetings become ways to hold teams accountable, even when better tools (like project management software) could do it more efficiently.

4. Mere Urgency Effect: Under stress, people prioritize “busy work” like meetings over truly important work.

5. Meeting Amnesia: Poorly run meetings lead to follow-up meetings because no one remembers what was agreed. Without good notes, clear actions, or recordings, meetings are repeated needlessly.

6. Pluralistic Ignorance: Everyone in a meeting might think it’s a waste of time, but no one speaks up, so it keeps happening.

If your Executive is attending meetings for these reasons, part of our role in managing Executive meetings is to protect them from these traps. Understanding the psychology behind their behavior is a great place to start. When you get a clear picture of your Executive’s intentions, preferences, and the wider meeting culture around you, you can begin to unpick the real reasons behind the meeting overload. Having open conversations, setting up debriefs, or using tools like meeting transcripts can make a huge difference when managing Executive meetings more strategically.

Checklist: Should This Meeting Even Happen?

Before any meeting lands on the calendar, it’s worth running through a few quick questions. This is about empowering Executive Assistants to take more control over how meetings are arranged and organized. Having a simple checklist in place will help you ask the right questions – whether it’s checking in with yourself, your Executive, or your colleagues – before agreeing to or setting up a meeting. A simple template you can ask yourself includes:

• Can this meeting be an email?

• Is the meeting recurring? Would anyone miss it if the meeting was canceled?

• Are you looking to have a discussion, or are you looking for actions to be completed? Can they be completed over email?

• Does a decision have to be made? Can you make it yourself?

• How many people are attending the meeting? Do they all need to be there?

• Does everyone have the information they need to contribute to the meeting?

• Is this meeting worth spending (meeting length) x (number of participants) of the organization’s time?

• Is the matter urgent or time-sensitive?

• Can this meeting take 30 minutes or less?

If the meeting does need to happen, it’s important to make sure it meets some minimum quality standards. Every meeting should have a clear purpose, a defined objective, expected outcomes, and any necessary pre-reads shared ahead of time. Setting these basics up front helps everyone show up prepared and keeps the meeting focused and productive. We’ll go into this in more depth later in the guide, but starting with these simple steps sets a strong foundation for managing Executive meetings more intentionally.

When we pause to ask these questions, we move from reactive scheduling to proactive calendar management. And that’s one of the most important shifts we can make when managing Executive meetings.

Now that we’ve raised our awareness about the meeting culture surrounding our Executives, it’s time to move on to the next crucial step: setting a strong foundation for meetings. In the next part of the guide, we’ll look at how identifying and categorizing the type of meeting, tailoring our preparation, and ensuring our Executives have the right mindset can transform meetings from time drains into strategic tools for success.

Setting a Strong Foundation for Meetings

Once we’ve raised awareness around the meeting culture surrounding our Executives, the next step in managing Executive meetings effectively is setting a strong foundation. This means being proactive, strategic, and consistent in how we plan and prepare meetings when managing Executive meetings day-to-day.

Identify and Categorize the Meeting Type

The first building block is simple: know what kind of meeting you’re setting up. Categorizing meetings matters because each type of meeting demands a different level of preparation, mindset, and follow-up. It’s really important for us as Executive Assistants to understand exactly what kind of meeting is taking place and what it means for our Executive. How they approach the meeting, how we approach the meeting, and the preparation that follows are all influenced by the type of meeting. Recognizing the purpose behind the meeting allows us to tailor how we prepare and gives us insight into what mindset our Executive needs walking into the room – whether that’s being ready to make a decision, brainstorm openly, or resolve a crisis with calm focus. Managing Executive meetings at this stage gives us a solid foundation for success.

Here are the most common categories we work with when managing Executive meetings:

• Decision-making meetings: Meetings where a final choice or direction is required.

• Information-sharing meetings: Sessions where updates, reports, or knowledge are shared.

• Brainstorming/creative sessions: Meetings designed to spark new ideas, collaborations, or innovations.

• Relationship-building meetings: 1:1s, networking catch-ups, mentoring conversations, client-facing meetings, business lunches, and dinners.

• Crisis/problem-solving meetings: Urgent sessions to address specific problems or roadblocks.

• Governance/Committee/Board meetings: Formal, structured meetings requiring comprehensive preparation and documentation.

Knowing what type of meeting it is upfront will help you set the tone, prioritize preparation, and ensure your Executive enters with the right expectations. Managing Executive meetings in this way gives clarity and focus to the planning process.

How To Tailor Your Preparation Based on the Meeting Type

Not every meeting deserves the same checklist — preparation should be thoughtful and match the purpose of the session. When managing Executive meetings, here’s a quick overview of what we should consider based on the type of meeting:

Decision-making meetings

Preparation: Create a clear agenda outlining the needed decisions. Gather pre-reads or briefing documents. Ensure all stakeholders have contributed input ahead of time.

Executive Mindset: Come prepared to make firm decisions. Prioritize critical thinking and decisive action.

Executive Assistant Impact: We can add value by ensuring the right people are present, the decision points are clear, and all necessary information is easily accessible. Our impact comes from enabling fast, confident decision-making and smoothing any obstacles before the meeting even begins. This is how we set the tone when managing Executive meetings that lead to outcomes.

Information-sharing meetings

Preparation: Organize reports, updates, or presentations in advance. Confirm accuracy and clarity of information being shared.

Executive Mindset: Focused listening and critical questioning. Ready to absorb information and identify any action items.

Executive Assistant Impact: We can add value by ensuring that critical information is highlighted, questions are captured for follow-up, and that our Executive stays focused on the most important topics rather than getting bogged down in unnecessary detail. Managing Executive meetings like this ensures that information flows properly and efficiently.

Brainstorming/creative sessions

Preparation: Provide minimal structure to encourage free thinking. Share objectives but keep formal materials light.

Executive Mindset: Open-mindedness, willingness to explore new ideas without judgment.

Executive Assistant Impact: We can add value by creating an environment where creativity can flourish – by organizing logistics that allow for relaxed, productive discussions and by capturing emerging ideas, ensuring promising concepts aren’t lost during the flow of conversation. Supporting brainstorming sessions is a key part of managing Executive meetings that foster innovation.

Relationship-building meetings (1:1s, networking, client-facing meetings, business lunches, dinners)

Preparation: Research attendees beforehand. Prepare discussion points, topics of mutual interest, and potential follow-up actions.

Executive Mindset: Be present, personable, and focused on building trust and rapport.

Executive Assistant Impact: we can add value by preparing thoughtful conversation points, managing timing gracefully, and following up to reinforce key connections made during the meeting, helping to strengthen relationships over time. Managing Executive meetings like these is critical to nurturing long-term relationships.

Crisis/problem-solving meetings

Preparation: Assemble all facts, timelines, and options beforehand. Have contingency plans ready.

Executive Mindset: Stay calm, analytical, and solution-oriented. Avoid emotional reactions.

Executive Assistant Impact: We can add value by ensuring that our Executive is fully briefed on the situation, equipped with key facts and potential solutions, and supported to stay focused on the outcome rather than getting caught up in the urgency or emotional tension of the situation. Managing Executive meetings under pressure requires clear thinking and solid support.

Governance/Committee/Board meetings

Preparation: Detailed agenda sent ahead of time. Comprehensive board papers or committee materials prepared. Confirm logistics, technology, and supporting documents.

Executive Mindset: Formal, well-prepared, and strategic. Ready for rigorous discussion and accountability.

Executive Assistant Impact: We can add value by ensuring all materials are thoroughly organized, any potential questions are anticipated, and our Executive has a clear view of key discussion points and outcomes. Our impact comes from smoothing the preparation process and positioning our Executive to contribute confidently and strategically in a high-stakes environment. Managing Executive meetings of this type demand top-level professionalism and foresight.

Just to recap, we’ve covered the importance of identifying the type of meeting, tailoring our preparation based on that type, and supporting our Executive’s mindset so they can show up ready to succeed. We’ll continue to expand on this foundation throughout the next sections so you can confidently approach managing Executive meetings at every stage. But a few other considerations at this stage would be:

• Agendas: Formal meetings (like governance meetings) need structured agendas sent out well in advance, while brainstorming sessions may need only loose frameworks.

• Pre-reads: Decision-making or governance meetings often require supporting materials shared early.

• Stakeholder management: Think about who needs to be informed, briefed, or managed before and after each type of meeting.

• Technology or venue setup: High-stakes meetings (board meetings, critical decision meetings) need meticulous checks of room setup, tech, and access.

As Executive Assistants, we’re not just preparing materials for meetings or getting the slot in the schedule; we’re setting our Executives up for success before, during, and after every meeting. One of the most valuable contributions we can make when managing Executive meetings is supporting their mindset transition between different types of meetings.

Shifting gears mentally from a decision-making meeting straight into a creative brainstorming session, or from an intense board meeting into a casual client lunch, is not always easy for our Executives. This is where we can step in and make a real impact.

Where possible, try to cluster similar types of meetings together. For example, group decision-making meetings during a time of day when your Executive is sharpest, and reserve lighter relationship-building meetings for later in the day. Grouping meetings that require a similar mental approach helps minimize the heavy lifting of mindset switching and keeps your Executive more focused and energized.

We can also support their transition by building in 5–10 minutes of buffer time between meetings. Use this time to help them mentally close out one meeting before diving into the next. A quick review, a reminder of the next meeting’s objectives, or even just giving them a moment to reset can make a huge difference in how effectively they show up.

Every step we take in managing Executive meetings, from thoughtfully scheduling to preparing briefing notes to allowing decompression time, helps our Executives maintain clarity, reduce stress, and move through their day with greater purpose and control.

Managing Executive meetings is about creating the right conditions for high performance and ensuring every meeting supports your Executive’s success throughout the day.

Defining the Purpose: Setting Clear Meeting Objectives

When managing Executive meetings, identifying the type of meeting is only the first step. To really make an impact, we also need to uncover the true objective behind the meeting. Understanding both the type and the underlying purpose helps us prepare more strategically, support our Executive more effectively, and ensure that every meeting has a clear outcome.

How to Work Out the Type of Meeting

Before confirming a meeting on your Executive’s calendar, take a moment to ask a few key questions. Whether you’re asking your Executive or the person requesting the meeting, these questions will help you categorize the meeting correctly. This doesn’t have to be a long, drawn-out process. Once you get into a position of understanding the cadence of meetings, this will become a quick decision in your mind or just a simple follow-up question to clarify the purpose.

• What is the primary goal of the meeting?

• Is a decision expected by the end of the meeting?

• Is the meeting purely for sharing information or updates?

• Is the meeting intended to brainstorm or generate ideas?

• Is this meeting about relationship-building or networking?

• Are we solving a specific urgent issue or problem?

• Is this a formal governance, board, or committee meeting requiring documentation?

Clarifying the type at the beginning of the planning process will save time later and allow you to prepare with precision when managing Executive meetings.

Understanding the Meeting Objective

Once you know the meeting type, dig a little deeper. Understanding the objective means knowing why the meeting matters and how your Executive fits into it. A few helpful questions to ask might include:

• What outcome are we hoping for?

• Is there a key decision that must be made?

• What does success look like for this meeting?

• What role is my Executive expected to play: decision-maker, advisor, listener, relationship-builder, or problem-solver?

• Are there any materials or pre-reads they need to review beforehand?

• What will be expected of my Executive during or immediately after the meeting?

Having this clarity helps you plan your Executive’s preparation time, mindset, and even post-meeting follow-up.

Our Role in Setting Clear Meeting Objectives

As Executive Assistants, we add enormous value when we insist on clarity and purpose before scheduling meetings. By asking these questions early, we can:

• Ensure meetings are necessary and outcomes are achievable.

• Reduce the number of aimless or ineffective meetings.

• Help our Executives show up fully prepared and focused.

• Make sure every meeting supports our Executive’s strategic goals and priorities.

Managing Executive meetings at this level doesn’t just make the schedule more efficient – it builds trust, drives better results, and positions us as true strategic partners.

Preparing Your Executive for Success

Once you have a clear understanding of the meeting type and objective, the next step in managing Executive meetings effectively is setting your Executive up for success. Preparation is where we bring everything together, ensuring the right environment, tools, and mindset are in place for each meeting to have maximum impact.

Setting Expectations and Best Practices

Managing Executive meetings well starts with being crystal clear on expectations. The CEO study published by Harvard Business Review reinforced something we already know: where an Executive spends their time sends a powerful message across the organization. Their presence, or absence, in meetings influences what gets prioritized, what gets done, and how others perceive their leadership.

That’s why helping our Executives choose, shape, and prepare for meetings with intentionality is one of the most powerful contributions we can make.

Here’s how we support that:

• Agendas: Always prepare a clear agenda that connects back to the Executive’s strategic priorities. (It’s not just organizing the meeting; it’s also reinforcing where their time should be invested.)

• Room Setup: The environment matters. Is it formal enough to reflect the meeting’s importance? Comfortable enough for creativity? We have the power to influence that.

• Technology Checks: A smooth meeting starts with working tech. Anticipate the glitches before they happen, especially for virtual or hybrid sessions.

Meeting Preparation Routines

Building strong, repeatable routines is key to consistently managing Executive meetings. Because we are so busy, having a simple routine in place will help all of this become second nature. Based on the HBR research, it’s clear that high-performing Executives thrive when their calendars are aligned with their agenda, not just filled reactively.

Here’s what our preparation rhythm should include:

• Confirm meeting type, attendees, and stakeholder roles.

• Send out agendas and pre-reads at least 24–48 hours before.

• Block in buffer time before and after important meetings.

• Prep briefing notes that highlight key decisions, risks, and opportunities.

• Set up rooms, catering (where needed), and tech at least 30 minutes before start time.

• Check travel and transition time if meetings are in different locations.

The key here is intentionality: we’re ensuring every minute our Executive spends moves their goals and objectives forward.

Meeting Agenda Template

A standardized meeting agenda can dramatically increase meeting effectiveness. It saves time, removes ambiguity, and shows clear purpose.

Your agenda should include:

• Meeting Objective: What we need to achieve.

• Agenda Topics: Focused and realistic for the time available.

• Desired Outcomes: What decisions, actions, or deliverables are expected?

• Key Stakeholders: Who must be involved, who needs to be informed.

• Pre-reads or Materials: Clear instructions on what must be reviewed beforehand.

It’s a simple but powerful tool for managing Executive meetings with greater impact. But let’s be clear: who is responsible for putting the agenda together? Ideally, the person requesting the meeting should supply the agenda. If they want time with your Executive, it’s their responsibility to come prepared with a clear purpose. However, as Executive Assistants, we should always ask for the agenda if it isn’t offered — every single time. Without an agenda, how do you truly know what the meeting is about? And if the person requesting the meeting can’t be bothered to pull one together, is this really a meeting that deserves space on your Executive’s calendar? Their time is far too valuable to waste on meetings without a clear focus or objective.

Strategic Calendar Management

An Executive’s calendar is one of the clearest reflections of their leadership. Who they choose to spend their time with, what meetings they prioritize, and where they invest their attention – it all shows up in their schedule. As Executive Assistants, we sit at the center of this process, influencing decisions that directly impact how our Executive leads, influences, and drives results. Managing Executive meetings means being a strategic partner, not simply organizing logistics. Every meeting we arrange (or decline) sends a clear message to the wider organization about what matters most.

We can support that by:

• Protecting time for thinking and strategic planning — not just back-to-back meetings.

• Encouraging discipline around prioritizing meetings that align with the Executive’s strategic goals.

• Helping them say no (politely but firmly) to meetings that dilute their impact.

• Grouping meetings by type where possible to minimize constant context-switching.

• Building in alone time or travel recovery time, not filling every minute.

The calendar isn’t just a logistics tool – it’s a leadership strategy.

Every meeting we schedule (or decline) either pushes their agenda forward or distracts from it.

Before we jump into some practical quick wins, let’s pause and reflect: you have a major influence over how your Executive’s time is spent. Every decision you make when managing Executive meetings matters. Every agenda you chase, every meeting you query, every invitation you accept or decline is a step toward protecting their focus, energy, and impact. Now, let’s look at some immediate actions you can take to strengthen that foundation.

EA Quick Wins:

• Always ask: How does this meeting support our strategic priorities?

• Buffer 5–10 minutes before and after key meetings for mindset shifts.

• Use a repeatable agenda format to create clarity and focus.

• Review and refine your Executive’s calendar weekly with a leadership lens.

• Focus on meetings that make a meaningful impact – and say no to the ones that don’t

Let’s wrap up by remembering this: managing Executive meetings is not about filling time, it’s about creating impact. With clear preparation, strong routines, and intentional scheduling, we help our Executives lead with clarity, focus, and purpose.

Now, let’s move into designing an Executive schedule that works.

We’ll explore how to create a schedule that meets the demands of the role and empowers our Executives to perform at their very best. We’ll cover the key questions to ask, strategies for prioritizing time, and how to build an ‘ideal work week’ that supports strategic leadership and well-being.

Designing an Executive Schedule That Works

Managing Executive meetings is just one part of the bigger picture. Now, let’s zoom out and focus on creating an overall schedule that empowers our Executives to perform at their best. A well-designed calendar reflects priorities, protects focus time, and supports peak performance, all while strengthening how we approach managing Executive meetings.

Questions to Ask Your Executive About Their Schedule

Every Executive is different. Some thrive on back-to-back meetings, others need longer stretches of focus time. Some are early birds, others night owls. If you’re now making adjustments to your Executive’s meeting schedule, taking the time to ask these questions and having open conversations will help the process immeasurably. Understanding their working style and preferences gives you the insights you need to build a schedule that truly supports their success and makes managing Executive meetings far more strategic.

Here are the questions to guide that conversation:

• When do you feel most productive?

• Are you often late to meetings?

• Do your meetings often run over?

• Who takes up a lot of your time? Should they?

• Is there anyone who should take up more of your time?

• What meetings take up most of your time? Should they?

• Do you dedicate enough time to prepare for meetings (including travel)?

• Where in your schedule can you save time?

• When do you feel overwhelmed?

• When do you feel most in control?

• Are you satisfied with how your schedule is organized? If not, what changes can we make?

Understanding their natural rhythms, priorities, and frustrations is absolutely essential to managing Executive meetings and designing a schedule that genuinely works. When we recognize how our Executives naturally work best, what drains their energy, and what energizes them, we can build a calendar that sets them up for success rather than stress. Without this knowledge, it’s easy to overload them with back-to-back meetings, schedule critical decision-making sessions during low-energy periods, or miss opportunities to protect valuable focus time. Having a deep understanding of these factors puts us in a powerful position to make smart decisions about what gets scheduled, when, and how to maximize every meeting for true impact.

Prioritizing Meetings Wisely

Again, not every meeting needs your Executive’s attendance. As Executive Assistants, one of our most impactful responsibilities is to act as the gatekeeper for our Executive’s time, ensuring they are only attending meetings that are truly necessary and valuable. Their calendar should reflect their priorities, not just react to every request that comes through. Before accepting a meeting request, take a moment to ask:

• Is this meeting aligned with our current strategic priorities?

• Is their presence truly necessary, or can someone else represent them?

• Will this meeting drive action, or is it just for information-sharing?

Making these assessments carefully is at the heart of managing Executive meetings with impact.

Building an “Ideal Work Week”

Designing an ideal week is one of the most powerful ways to increase Executive impact. It’s about creating predictable rhythms where certain days or times are dedicated to different types of work. Managing Executive meetings effectively becomes far easier when the flow of the week is intentional.

Michael Hyatt, a well-known leadership expert, often speaks about the “Ideal Week” concept, which involves intentionally mapping out your time to align with your biggest goals and energy patterns. Hyatt emphasizes that without proactive design, the calendar fills itself by default with other people’s priorities. Managing Executive meetings within an ideal week framework keeps control firmly in your hands. For example and ideal work week could look like this:

• Monday mornings: Strategic planning and leadership meetings

• Midweek: Deep work, decision-making, high-priority projects

• Fridays: External meetings, networking, relationship building

We’ll never achieve perfection every week, and it’s important to recognize that some weeks will be more ideal than others. Building an ideal work week is challenging because, no matter how senior your Executive is, there will always be higher powers they must align with – whether that’s shareholders, investors, board members, or senior stakeholders who can demand their time at short notice. Even CEOs and founders aren’t immune to these pulls on their schedule. However, having a framework to return to, one that you have thoughtfully designed based on how your Executive performs best, prevents the calendar from descending into chaos. Managing Executive meetings with this structure gives you a foundation to batch similar activities together, optimize flow, and recover quickly when the ideal is inevitably disrupted.

Building Habits and Routines

Once you’ve begun streamlining meetings, the next step is building habits and routines into your Executive’s schedule. Your Executive should start each day knowing exactly what they need to achieve. Familiar routines help them begin each day with momentum.

A key method here is mega-batching, which involves grouping similar tasks and types of meetings together. For example, try batching 1:1 meetings together, grouping external calls, and reservingspecific days for internal strategic sessions. This limits context-switching and helps your Executive maintain focus during Executive meetings.

Beyond just meetings, think about other work too. Use the “Do and Build” framework:

• “Do” work: Everyday operational tasks (meetings, reports, approvals)

• “Build” work: Growth activities (strategy development, networking, brainstorming)

Your Executive’s calendar should include time for both. Ideally, they have “do” blocks and “build” blocks each day. Scheduling time for reflection, strategic thinking, and building relationships is just as critical as time spent on day-to-day execution. Balancing “do” and “build” time is a crucial underpinning of successful Executive meetings planning.

Of course, routines should have some flexibility. Urgent meetings will occasionally shift things around, but sticking to structure as much as possible creates more stability and resilience.

Managing Recurring Meetings

Recurring meetings can be helpful anchors in the calendar—but they can also become time drains if left unchecked. An important aspect of managing Executive meetings is evaluating recurring meetings regularly.

Best practices for recurring meetings:

• Set a clear agenda and expected outcomes for each.

• Review recurring meetings quarterly: are they still necessary?

• Consider the cadence. Does the meeting need to happen weekly, biweekly, or monthly?

Best Practices for Direct Reports and Team 1:1s

Managing Executive meetings with direct reports is critical for leadership alignment. 1:1s should:

• Be consistent (same day/time each week where possible)

• Have a clear, ongoing agenda (projects, challenges, goals)

• Allow space for coaching, feedback, and support

Checklist: 1:1 Meetings

• Standing agenda topics updated weekly

• Pre-read materials shared 24 hours in advance

• Clear actions and follow-ups captured

• Scheduled buffer time afterward for Executive reflection

Strategic Calendar Design

Your Executive’s calendar should reflect both the day-to-day demands and the broader rhythms of the business year. Managing Executive meetings strategically involves looking ahead and planning for the inevitable busy seasons. This is a strategic process that requires a deep understanding of the business, its operating cycles, and the events that define its year. Knowing the peak periods—such as financial closes, board reporting cycles, investor meetings, product launches, and industry events—allows you to proactively adjust the meeting cadence and protect critical focus time. The more you understand the business, the better positioned you are to support your Executive in prioritizing their time around what matters most and ensuring their calendar is not only operationally effective but also strategically aligned with organizational goals. The key elements are:

• Buffer Time: 5–10 minutes between meetings for transition and mindset shift.

• Peak Performance Hours: Protect their most productive times for high-value work.

• Focus Time: Schedule blocks of uninterrupted time for deep thinking, writing, or strategic work.

Meeting Cadence and Business Rhythms

A crucial part of managing Executive meetings effectively is understanding the broader cadence of the business. Every organization operates on annual, quarterly, and monthly rhythms, which dictate when critical meetings, deadlines, and events occur.

Being attuned to these rhythms allows you to proactively support your Executive in managing their time and energy. Understanding the operating calendar means knowing when the intense periods occur, such as financial closes, board reporting cycles, strategic planning sessions, budget reviews, and major industry events, and preparing accordingly. It’s about strategically anticipating these busy times and adjusting the Executive’s schedule to allow for increased focus, preparation, and flexibility For example:

• CEOs: Heavily involved during board meetings, mergers and acquisitions, strategic offsites, and fundraising rounds.
• CFOs: Expect busy periods during quarterly closes, audits, financial reporting, and earnings seasons.
• CHROs: Peak workloads during performance review periods, organizational restructuring, DEI initiatives, and talent acquisition cycles.

The more you understand these business rhythms, the more strategic you become in managing Executive meetings – helping your Executive stay ahead, protect critical thinking time, and maximize their leadership impact

Segmenting Executive Meetings

Segmenting the calendar by meeting type gives your Executive and you an easy, visual way to understand how time is spent. Managing Executive meetings this way makes it easier to spot imbalances and realign priorities. But beyond the daily and weekly view, it’s equally important to step back and understand the broader rhythms at play.

Every organization has a natural cadence – periods of intense focus, slower stretches, deadlines, and high-pressure events. As an EA managing Executive meetings, knowing these rhythms is key to proactively shaping the calendar. Understanding when the business needs to sprint and when it can catch its breath allows you to plan meetings, projects, and focus time strategically.

At the same time, your Executive also has personal rhythms. They have seasons of energy, focus, and demand that you’ll learn to recognize. Some Executives thrive early in the year when initiatives are fresh; others feel the pressure ramp up midyear as targets loom. Some Executives find the end of the year dominated by reviews, strategy planning, or budgeting.

Mastering the art of managing Executive meetings means aligning both of these cycles – the organization’s and the Executive’s – to create a schedule that supports peak performance and minimizes burnout. They go hand in hand, and your ability to spot and anticipate these rhythms is a major asset in managing Executive meetings strategically. So, it is important to group similar meetings where possible:

• Team Cadence Meetings

• Progress Check Meetings

• One-on-Ones

• Action Reviews

• Governance Meetings

• Idea Generation Workshops

• Planning Sessions

• Problem-Solving Discussions

• Decision-Making Sessions

• Stakeholder Introductions

Color-coding these categories on the calendar helps maintain a clear rhythm and limits cognitive switching, making managing Executive meetings even more effective.

Designing an effective Executive schedule isn’t about squeezing more in. It’s about making room for what matters most – and giving our Executives the space, time, and focus they need to lead brilliantly. Managing Executive meetings with this mindset is where real strategic value is delivered.

Driving Focused, Impactful Meetings

When it comes to managing Executive meetings, our role doesn’t end once the meeting hits the calendar. In fact, that’s just the start. To make every meeting count, we need to think about what happens before, during, and after each session. This is where we can add incredible value to the meeting process and really set ourselves and our Executives up for success.

Assistant’s Role Before the Meeting

Before the meeting begins, we have a huge opportunity to ensure that everything is set up for focus and impact. Managing Executive meetings means thinking about more than just booking a room.

First, we need to manage distractions. Are there back-to-back meetings that might leave our Executive frazzled? Is there enough buffer time? Is their phone going to be buzzing with non-stop notifications? This is where we come in. Little things make a big difference.

We also need to prepare engagement materials. If there’s a pre-read, make sure it’s reviewed ahead of time. If there’s a deck, double-check that it’s the right version. If there’s anything your Executive needs to refer to in the meeting, have it at their fingertips. Managing Executive meetings effectively starts with this level of detail.

Let’s walk through how to prepare meeting materials effectively:

• Format Matters: Check how your Executive prefers to review information. Some Executives like printed materials (especially if they want to jot notes on them). In that case, print a clean, professional copy and have it ready for them the day before the meeting. They can glance over it overnight and come in fully prepped.

• Digital Options: Others prefer digital copies. If that’s the case, send a tidy, well-organized email the afternoon before, with links clearly laid out, or attach all relevant documents directly to the calendar invite. Either way, the key is not to dump a pile of documents at the last minute.

• Timing is Everything: Whatever format you choose, make sure they have everything at least the day before the meeting. Give them breathing space to absorb the material.

• Confirm Preferences: If you’re not sure which method they prefer, ask! Every Executive is different, and by checking, you’re showing attention to detail and a proactive mindset.

On top of that, set the tone by making sure the agenda is clear and the objectives are understood. If the meeting doesn’t have a clear agenda, push back. Politely but firmly. We are protecting our Executive’s time and focus. If the meeting isn’t worth it, it shouldn’t be on the calendar.

Getting this right might feel like a small detail, but it massively influences how well your Executive can show up and perform. Managing Executive meetings is about eliminating barriers so they walk in confident, informed, and ready to make decisions.

Assistant’s Role During the Meeting

If you’re attending the meeting, you play an important role in keeping things on track. Managing Executive meetings during the session means being ready to step in when necessary.

• Keep an eye on time. If the meeting is running over, gently nudge the group to stay on track.

• Track action items, key decisions, and follow-ups. You don’t need to transcribe the whole meeting, just the important parts.

• Manage distractions. If side conversations are pulling the focus, help to steer things back to the agenda.

Also, be mindful of “meeting hangover,” a concept explored in a recent Harvard Business Review article. They describe it as the cognitive fatigue and decision-making drain that lingers after long or unproductive meetings. Managing Executive meetings with this in mind means ensuring sessions are focused, not meandering, and that your Executive leaves with clarity, not confusion.

Assistant’s Role After the Meeting

After the meeting, it’s our job to make sure that momentum isn’t lost. Managing Executive meetings post-session is just as critical as preparing for them.

• Ensure clear follow-up mechanisms are in place. Confirm that action items are captured, assigned, and deadlines are agreed upon.

• Summarize outcomes and next steps and share them promptly.

• If your Executive promised someone a follow-up or deliverable, make sure it’s noted and that they have the support needed to deliver.

Managing Executive meetings also means managing the materials after the meeting. Make sure you:

• Grab a copy of the meeting transcript if available (depending on confidentiality).

• If you took the minutes, use them to create a meeting debrief document.

• If your Executive was alone, ask for their notes, or take a quick photo of their notebook and upload it to a digital tool like ChatGPT to extract the action points.

• Summarise actions and either add them to your Executive’s to-do list, or better yet, add them to yours to keep the follow-up under control.

Meetings should drive outcomes, not just take up time. This is ultimately where we can add an incredible amount of impact. By closing the loop properly, we ensure that what was discussed in the meeting is actioned, completed, and doesn’t get lost in a sea of forgotten follow-ups.

One of the biggest reasons meetings become a drain on time and energy is because actions aren’t completed afterwards, leading to endless additional meetings and wasted hours. Managing Executive meetings effectively means being part of the closing loop, ensuring the work and tasks discussed are actually carried through to completion. This contribution is absolutely invaluable to your Executive and to the business as a whole.

When we step back and look at everything we’ve covered, it’s clear that managing Executive meetings isn’t just another task on our to-do list – it’s a huge opportunity to drive real, lasting impact.

Every meeting we manage well, every agenda we insist on, every moment of preparation we invest, helps our Executive lead with more focus, energy, and purpose. Managing Executive meetings isn’t about keeping the calendar full; it’s about ensuring every minute they spend moves the needle toward their goals.

We’ve explored how to plan smarter, how to prepare our Executives more intentionally, how to create schedules that protect focus and align with business priorities, and how to close the loop after every meeting to turn decisions into action. We’ve also seen that managing Executive meetings means understanding both the rhythms of the business and the personal rhythms of our Executives – and how the two must work together if we want to drive real success.

Will it always be perfect? No. Some weeks will go better than others. There will be unexpected changes, urgent requests, and meetings we wish we could say no to. But by having a strong structure to return to, by managing Executive meetings strategically, intentionally, and with care, we create stability, focus, and flow that serve our Executives and our organisations brilliantly.

If you’re ready to take everything we’ve discussed here even further, with practical templates, time-saving checklists, real-world case studies, and a complete framework to master meeting management, I would invite you to join us in the Effective Meetings Management Online Course. It’s packed with everything you need to go from reactive scheduling to true strategic calendar management – and to make managing Executive meetings one of your greatest strengths.