David Morel reveals why recognising whether a leader leans toward Type A urgency or Type B reflection is central to elevating an Assistant’s contribution from administration to true partner
The best Executive Assistants I’ve encountered share one rare quality: they can read a room faster than anyone else. They sense shifts in tone, spot tension, and notice signs of stress well before others.
I’ve seen this skill in action countless times. An Assistant stepping in with the right word or look can turn a pressured moment into a productive one. In the C-suite, that intuition is gold, because no two leaders are the same. Some thrive on challenge and speed; others prefer reflection and discussion.
In my experience, most executives lean towards one of two broad personality types: Type A or Type B. Recognising where your manager sits, how they make decisions, handle pressure, and communicate, can transform your relationship from one of administration to one of genuine partnership.
Understanding the Two Types
Type A leaders are driven by achievement. They’re fast-paced, goal-oriented, and thrive on pressure. Their calendars are packed, expectations high, and they like to see visible progress. These are the leaders who will call at 7 a.m. with a new idea or send a message late at night when inspiration strikes. Their energy is contagious and, at times, relentless.
By contrast, Type B leaders bring balance and perspective. They’re reflective, patient, and deliberate in their thinking. They prefer to make decisions once they’ve explored every angle and often seek consensus before moving forward. In a crisis, they’re the calm in the storm.
Both can be exceptional leaders. But for the Assistant supporting them, understanding what drives and unsettles each type is where the real skill lies.
Working With Type A Leaders
Supporting a Type A executive means keeping pace with a moving target. They’re rarely satisfied with the status quo, so anticipating their next move becomes second nature. Flag issues before they escalate and pair every problem with a solution. This is crucial, as they value action over ambiguity.
These leaders also prize brevity. In written or verbal updates, get straight to the point. Replace paragraphs with bullet points and make decisions easy to take. I often ask myself: “If they only read the first two lines of this email, would they know what’s needed?”
But the other half of the equation is balance. Type A executives can be consumed by urgency. When tensions rise, your calm presence is what steadies the ship. I’ve seen Assistants diffuse pressure simply by maintaining composure; it’s a quiet but powerful signal that everything is under control.
And remember: speed can sometimes come at the expense of detail. Acting as a silent safeguard by making sure communication is clear, next steps are documented, and follow-through happens, you’ll add real strategic value without ever slowing them down.
Working With Type B Leaders
The rhythm with Type B executives couldn’t be more different. They prefer time for thought and collaboration. They’ll seek your opinion, ask questions, and want to explore options before acting. To work well with them, lean into that rhythm rather than resist it.
They appreciate space for reflection, in meetings and in their diaries. When you prepare an agenda, allow room for conversation that may not have a clear endpoint. They like to understand the “why” behind actions, not just the “what.”
Where Type A needs you to speed up, Type B sometimes needs gentle momentum. I’ve worked with leaders who could discuss an idea beautifully but struggled to move it forward. That’s where you come in, by suggesting timelines, summarising decisions, and outlining next steps. You’re not rushing them; you’re helping them convert vision into movement.
Emotional intelligence is everything here. Type B leaders tend to build relationships on trust and empathy, so your warmth and authenticity matter as much as your organisation. Over time, you’ll likely become their sounding board, not just for coordination, but for perspective.
When Your Leader Is a Mix of Both
Of course, few people fit neatly into one box. Many leaders switch gears depending on context. A CEO might show Type A urgency with investors but Type B patience with their team.
In those moments, flexibility is your greatest asset. Notice the cues such as tone, pace, body language. When they’re in high-intensity mode, be concise and solutions-focused. When they’re reflective, slow things down, ask questions, explore options. Matching their rhythm without losing your own composure is what separates a good Assistant from a great one.
Supporting Multiple Executives
For Assistants managing more than one senior stakeholder, adaptability becomes an art form. The challenge isn’t just logistical, it’s psychological. You’re learning what motivates each leader and adjusting your approach in real time.
You might send your Type A executive a concise, bullet-pointed summary, while your Type B manager gets a more narrative update with context. Both are right; what matters is knowing which to use, and when.
Transparency helps too. Type A leaders expect immediacy; Type B leaders value reflection. Clear communication about your workload and priorities prevents misunderstandings and strengthens trust on both sides.
Partnership, Not Perfection
Ultimately, the goal isn’t to label your executive but to understand them. The best Assistants don’t just adapt their working style; they help their leaders perform at their best.
When you understand what fuels or frustrates your manager, you become far more than a gatekeeper or organiser; you become their strategic partner. You learn when to push, when to pause, and how to communicate in a way that lands.
I’ve always believed that a great Assistant doesn’t just reflect their executive’s energy; they modulate it. Whether your leader thrives on urgency or reflection, pace or patience, your job is to bring balance. Create the conditions for confident decision-making, and they’ll trust you not only with their schedule, but with their success.
