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Imagine This…
You open your inbox, and the subject line catches your eye: Important Update – Changes Ahead. Before you even click, you already know—things are about to shift. A new system is rolling out. A leadership shake-up is in motion. Maybe the company is pivoting in a bold new direction.
For most employees, it’s just another announcement. But for you—as an Executive Assistant or Chief of Staff—it’s the start of a high-stakes balancing act.
Suddenly, your day is no longer just about meetings and tasks. Colleagues turn to you for answers you don’t yet have. Teams are on edge, unsure what this means for them. Leadership expects you to translate uncertainty into clarity, to keep things running smoothly while navigating the unknown.
Because change isn’t something you just witness. It’s something you lead.
The Role of EAs and Chiefs of Staff in Change Management
Change. It’s one of the few certainties in any organisation, and it often falls to Executive Assistants (EAs) and Chiefs of Staff to handle. But managing change successfully is about more than ticking off to-do lists or juggling calendars. It requires problem-solving, strategic thinking, and the ability to bring people together.
Whether you’re an EA coordinating the details or a Chief of Staff steering the big picture, both roles are crucial to making change initiatives succeed. Drawing on insights from John Kotter’s Accelerate and Frederick Herzberg’s motivational theories, this post will equip you with the strategies to help your organisation thrive.
Together, EAs and Chiefs of Staff can transform chaos into clarity.
EAs and Chiefs of Staff at the Heart of Surviving (and Thriving) Through Change
EAs and Chiefs of Staff are the glue holding organisations together during times of transformation. You are the critical link between vision and execution, keeping the ship steady while helping it sail smoothly toward new horizons. While the specifics of your roles differ, your combined efforts create the momentum needed to drive progress.
EAs bring precision, organisation, and the ability to influence through relationships, streamlining operations behind the scenes. Meanwhile, Chiefs of Staff work at a strategic level, aligning resources and removing barriers to ensure long-term success. When your skills come together, you create a partnership that nurtures innovation and drives organisational change.
Kotter’s Dual Operating System Framework
John Kotter’s Accelerate suggests a powerful method for handling change. His dual operating system combines traditional hierarchies for routine operations with a flexible, network-like structure to handle strategy and innovation. (Think of it as a structured hierarchy running in parallel with a dynamic, adaptable network—balancing stability and innovation.) Together, these systems empower organisations to manage challenges effectively while staying agile.
How EAs and Chiefs of Staff Lead in a Dual System
The dual operating system thrives on collaboration, which is where EAs and Chiefs of Staff excel. Here’s how you can both contribute to its success:
Build a "Guiding Coalition"
Identify colleagues from diverse teams who are excited about driving change. EAs can use their deep understanding of staff dynamics to recruit the right people, while Chiefs of Staff can ensure this coalition aligns with the overall organisational vision.
Communicate the Vision Clearly
Change only works if people believe in its purpose. EAs can craft and distribute communications that make the vision clear and relatable. Chiefs of Staff, in turn, can provide deeper context to ensure everyone understands not just the what but the why of the mission.
Celebrate Progress
Big transformations take time, which makes celebrating small victories crucial. Chiefs of Staff should align these celebrations with strategic milestones, while EAs bring a personal touch, like recognising individual contributions or creating moments of shared achievement.
Remove Barriers Together
Chiefs of Staff focus on dismantling systemic obstacles, while EAs identify practical bottlenecks that could stifle progress. By addressing issues proactively, you ensure the network operates smoothly.
By supporting a dual operating system, you don’t just help the organisation adapt—you future-proof its ability to respond to change.
Building Motivation During Change
Kotter’s framework helps us structure change, but successful transformation isn’t just about strategy—it’s about people. This is where Frederick Herzberg’s motivational theory becomes essential. Herzberg highlights a truth that’s easy to overlook: people don’t just thrive on external rewards like raises or bonuses. Real engagement comes from a sense of purpose, meaningful work, and opportunities to grow.
When motivation dips during periods of change, it’s often because employees feel like they’re simply being given more to do, rather than being involved in why it matters. This is where EAs and Chiefs of Staff play a critical role in shaping how change is experienced by the teams they support.
How EAs and Chiefs of Staff Drive Motivation
Motivating a team during change doesn’t happen by chance—it’s a deliberate effort that leverages your unique capabilities. Here’s how to do it:
Foster Autonomy
Chiefs of Staff can empower teams by encouraging them to take ownership of their roles in the change process. EAs, on the other hand, can create frameworks and support structures to ensure this autonomy translates into actionable results.
Enrich Roles—Don’t Overload Them
One of Herzberg’s key insights is that adding more tasks doesn’t necessarily make work more fulfilling. Instead of simply increasing workloads, consider how responsibilities can be enriched.
For example, if a team member is naturally good at problem-solving, don’t just give them more tasks—empower them to lead on process design. If someone enjoys communication, involve them in crafting messaging around the change initiative. By aligning tasks with strengths, you create deeper engagement and higher job satisfaction.
Celebrate Contributions Actively
Small actions make a big impact. Chiefs of Staff can publicly acknowledge team achievements, while EAs can add personal touches—whether it’s a thoughtful note, a team shoutout, or arranging a moment of recognition. Together, these efforts keep the workforce motivated and energised.
Driving Change as a Team
Surviving (and thriving) through change management isn’t about dividing responsibilities—it’s about combining strengths. When EAs and Chiefs of Staff work in unison, you amplify each other’s effectiveness. Kotter’s dual system offers a framework to keep organisations nimble, and Herzberg’s principles remind us that motivated people are at the heart of any successful transformation.
Quick Wins for EAs and Chiefs of Staff
✔️Build a Network of Influencers
Pool your perspectives to identify the most capable and motivated individuals to form a guiding coalition.
✔️Simplify the Strategy
Chiefs of Staff can set the strategic tone while EAs craft messages that are clear, concise, and resonate emotionally.
✔️Keep People Front and Centre
Adapt processes to meet the needs of employees, building trust and encouraging buy-in from all corners of the organisation.
✔️Monitor Progress Closely
EAs can track operational details, while Chiefs of Staff review strategic alignment. Together, you ensure goals are on course and momentum remains high.
Final Thoughts
Change doesn’t have to be overwhelming. When EAs and Chiefs of Staff blend their skills, they transform uncertainty into opportunity. Kotter’s dual operating system equips organisations to adapt with speed, while Herzberg’s motivational insights keep people inspired and engaged—even through tough transitions.
Whether you’re streamlining operations as an EA or steering strategy as a Chief of Staff, your roles are equally critical to making change happen. Together, you’re not just managing transformation—you’re leading it, creating lasting value for your organisations every step of the way.
Cheers from your biggest fan in the world of organised chaos,
Meg ✌️
PS - do you want to read more about change management? Have a look here
John Kotter’s Accelerate Framework
Book: Accelerate: Building Strategic Agility for a Faster-Moving World by John P. Kotter. This book introduces the concept of the dual operating system, combining traditional hierarchies with more agile, network-like structures to drive innovation and strategic change.
Article: Accelerate! by John P. Kotter, published in the Harvard Business Review. This article provides an overview of how innovative companies capitalize on rapid strategic challenges while maintaining operational efficiency.
Frederick Herzberg’s Two-Factor Theory
Article: Herzberg's Two-Factor Theory of Motivation-Hygiene – This piece explains the distinction between motivators and hygiene factors and their impact on employee satisfaction.
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