DEVELOPMENT responsibilities, and knowing where boundary lines need maintaining. It’ s good to be helpful but is your kindness creating unnecessary dependence? Do you get or share feedback about what could be done better or differently? Do you use auto-responders and automation tools, or recommend self-service systems to free up your time for better workflow?
Stop repeatedly answering the same questions. Create systems that empower others to find answers themselves.
When helping too much becomes a hindrance
Being the‘ go-to’ person feels great until it doesn’ t, says Dr Jenny Brockis. Here’ s how to use the SMART work model to stay helpful without burning out.
THE EXPERT
Dr Jenny Brockis is a medical practitioner, lifestyle medicine physician, workplace health and wellbeing consultant and coach, and author of six books.
As you probably know, supporting several executives with different personalities, all with high expectations, in an environment where processes and technologies constantly evolve, can be a recipe for overwhelm, high stress and burnout. And although AI can now support, there will always be a place for the human touch. The key is adapting to changing roles in a way that allows you to work at your best without being used as‘ the keeper of all knowledge.’
The solution lies in the SMART model work design created by Professor Sharon Parker. You may already have some themes in place but here’ s how to strengthen each element:
Stimulating work This is about task variety, opportunities to develop your skills and solve meaningful challenges. You may have plenty of work variety already but what about skill development and being enabled to solve problems? Are you encouraged to attend professional development courses and conferences? Does your exec support you to build better organisational systems and knowledge hubs that won’ t require EA intervention? Push for these opportunities. They’ re investments in both your growth and the organisation’ s efficiency.
Mastery This means understanding your roles and
Autonomy Do you have enough autonomy and flexibility to control when and how you do your work? Autonomy matters for self-determination and motivation. This isn’ t about craving power, it’ s about being enabled to work in the way that suits you best, without unnecessary distraction, boosting vitality and enabling more effective stress management. If you’ re constantly interrupted or micromanaged, it’ s time for an honest conversation about working methods that serve everyone better.
Relational This is where EAs shine. Your ability to connect at the human level; being personable, cooperative and collaborative, makes it easy for others to relate to you. However, it’ s vital this is a two-way street so you feel valued and respected.
The biggest bonus of having relatedness and autonomy is providing a powerful tonic for your overall health and wellbeing. But remember, you can’ t pour from an empty cup.
Tolerable demands The curly question of defining tolerable demands isn’ t always easy. What matters is recognising whether you consider your workload manageable or not. Repeated demands for excessive overtime or conflicting demands from different executives is a recipe for chronic high stress, anxiety or burnout – and an inevitable drop in performance.
SMART work lets you finish the day on time and energised, so you can enjoy all those non-work activities you love. The goal isn’ t to become less helpful. It’ s to be helpful in sustainable ways that don’ t leave you depleted. When you work smartly rather than just hard, everyone benefits. You remain energised and effective, your executives get better support and the organisation runs more smoothly.
So, if‘ saving the day’ isn’ t in your work contract but remains an unspoken expectation, it’ s time to rewrite that narrative. Use the SMART model to create a role that’ s both fulfilling and sustainable. S
drjennybrockis. com
Summer Issue 2026 | Executive PA 55