The Big Burnout: The Unspoken Crisis Among Top C-suite EAs What Needs to Change

The role of an Executive Assistant is often painted in broad, often reductive strokes that don’t quite capture the complexity, intensity, or sheer volume of what these professionals do daily. And while the job description may read as a neat list of basic responsibilities—calendar management, travel booking, meeting coordination—the reality is far more demanding. For most EAs, especially those supporting high-level executives, the workload often exceeds the bounds of what they originally signed up for. It extends beyond simply doing the job as described in the offer letter and often wades into emotional waters that the majority of other roles in the company can readily avoid. This disconnect between expectations and reality is a driving factor in an unspoken but growing crisis within the EA community: burnout.

Beyond the Job Description: Unspoken Expectations

The expectations placed on EAs, especially at the C-suite level, often go far beyond what’s outlined in the original job description. Executives, by nature, require their assistants to act as gatekeepers, project managers, personal counselors, low-key psychologists, and problem-solvers, all while maintaining discretion and an unflappable professional demeanor. Many EAs quickly discover that their nice, tidy role with clear expectations and boundaries morphs into something more random, driven mostly by the needs and whims of their executives. And while this makes EAs invaluable in certain respects, it also sets a precarious, albeit dangerous, precedent.

A recent survey by the Executive Assistants Network found that 63% of EAs reported their role expanded significantly within the first year, with responsibilities far beyond the original scope of work. However, only 32% reported receiving any additional compensation to match the increased workload. These additional tasks often include emotional labor, high-level decision-making, and project management—none of which are reflected in the salary or title.

So, What is "Emotional Labor" and Why Is It Critical to Understand?

Emotional labor refers to the effort required to manage and regulate one's own emotions or the emotions of others in a professional setting. This often involves maintaining a calm, positive, or pleasant demeanor, even in stressful, difficult, or emotionally taxing situations. Emotional labor is common in jobs that require a high level of customer interaction, service, or caregiving, but it’s also prevalent in roles like Executive Assistants, where managing relationships, defusing tensions, and handling emotional dynamics are essential.

Here's an example: An Executive Assistant might be dealing with a CEO who is stressed and frustrated about a major project that isn't going well. The EA must stay calm and composed, offering solutions and support while managing the CEO's emotions, even if the EA is feeling overwhelmed themselves. This emotional regulation helps maintain a productive and positive atmosphere, but it can become mentally and emotionally draining for the EA. If you aggregate numerous projects and accountabilities over the space of a month, quarter, and year, you'll quickly understand how exhausting being "always on," executing flawlessly, and constantly deprioritizing your own moods, feelings, and needs for the sake of your executive and the company can contribute to emotional and physical burnout. The question here is, shouldn't this be captured somehow in compensation conversations both at the beginning of the EA/executive journey and again down the road when performance reviews take center stage?

Compensation Gap and the Trap of Overcommitment

One of the core issues leading to burnout is that EAs are often expected to take on these new responsibilities without any commensurate increase in pay. They become the executives’ lifeline—handling everything from urgent travel changes at midnight to managing complex, high-stakes meetings. Yet, despite this expanded role, their compensation rarely captures the full scope of their contributions. 45% of EAs admit they have never renegotiated their salary, and those who have report only modest increases that fail to reflect their increased value to the company.

This lack of negotiation skills leads to exploitation. Executives, intentionally or not, rely heavily on their assistants to be constantly available and ready to handle every crisis without consideration for the toll it takes. And the EAs themselves, eager to prove their worth, often fall into the trap of overcommitting. They work late into the night, answer emails during vacations, and even manage work crises from hospital beds. One EA recounts how she was forced to finalize a report for her CEO minutes before being wheeled into surgery. These horror stories are not uncommon in the EA community, where the lines between personal and professional life blur to the point of non-existence.

Hazing and Trust Issues: The Executive EA Dynamic

As a veteran EA, I found that executives who have gone through several EAs often become jaded, making it unknowingly harder for their new assistants to build trust. Some executives unintentionally “haze” their new assistants, setting up impossible tests of loyalty or competence in the early months. This dynamic leads to a vicious cycle: the EA, wanting to please and gain trust, overcommits and overworks, setting an unsustainable bar for themselves. The problem is, once you set that bar, it becomes the new normal. Anything below that bar is seen as a failure or a slip in their level of execution. The EA becomes locked in a cycle of over-delivery, struggling to meet inflated expectations while their physical and mental health deteriorate. To be clear, this is the EA's fault here. But executives are complicit by not being more proactive in creating and building a partnership with their EA and low-key, forcing it to manifest with microaggressions and dismissive FITFO attitudes.

A study by the Harvard Business Review found that 56% of EAs at the C-suite level experience extreme stress, with 38% reporting physical health problems directly related to the demands of their job. This constant pressure not only affects the individual’s well-being but also decreases overall productivity. Burnout leads to a higher turnover rate, costing companies more in recruitment and training expenses. Ironically, the very role that helps executives function at their highest level is one that is consistently overlooked when it comes to support and compensation.

"Be Careful What You Wish For": The Price of High Salaries

The phenomenon of "more money, more problems" is all too real for EAs at the top of their game. For those earning six-figure salaries, the expectations are astronomical. While the pay may be higher, so too is the pressure to constantly justify that paycheck. EAs are often tethered to their devices, working through weekends and holidays, attending to every detail of their executives' lives while sacrificing their own. The higher the salary, the greater the need to prove their value, which translates into longer hours, increased stress, and increasingly blurred boundaries between work and personal life.

It’s a double-edged sword. EAs who finally earn the compensation they deserve often find themselves in environments where their personal well-being takes a back seat to the needs of the executive. They are expected to be perfect, always available, and always in control. The constant drive to maintain this high level of performance leads to a sustained cycle of burnout.

"'Mo Money, 'Mo Problems:" A Cautionary Tale

Personally, I found that when I joined the "$200K/yr Club" there was a palpable change in how I was being perceived and treated. I was expected to execute at an impossibly high level at all times, given I was being compensated at and above VP level. The pressure at times was relentless and immense, and I know for a fact that it negatively impacted me both mentally and physically. No lie, the money was great and I got to finally check off a professional goal of mine. However, I'd never been more unhappy in my personal life. My relationship ended because I was "more married to your CEO than me." My friendships suffered, and many simply nexted me because I was never available to hangout, attend parties, or just talk on the phone. In short course, my mental health suffered tremendously because once you lose the connections that sustain your heart, you naturally throw your energy and, yes, "worth" into the role because that's all you have left. This is a vicious cycle that I see happening all the time with EAs and PAs at the top of the game. Definitely a cautionary tale for those who want the spoils but may not understand the rather jagged little pill you'll be forced to swallow once that new paycheck clears.

The Toll on Physical and Mental Health

The mental and physical toll of constantly being "on" is not to be underestimated. EAs often work late into the evening, sneak away from family time to handle crises during vacations, or find themselves catching up on work when they should be resting. Even when they are home sick or recovering from surgery, the expectation remains—tasks must be handled, and the executive’s life cannot be interrupted. The result? A growing number of EAs report chronic health issues like migraines, anxiety, insomnia, and digestive disorders—all stemming from the stress of their roles.

Recent data from the American Psychological Association indicates that individuals in high-pressure administrative roles, like EAs, are 23% more likely to experience burnout-related health conditions than those in other corporate positions. The constant pressure to perform, coupled with the undervaluation of their work, creates a perfect storm for both physical and mental health decline.

No Off Switch: The 24/7 Availability Problem

Unlike most corporate roles that have clear working hours, the EA role has no "off switch." At the top of the game, it's a rarity to clock out at 5 PM. When the executive needs something—whether it’s a last-minute flight change or prepping materials for an urgent meeting—it must be handled, no matter the time or place. For many EAs, this means juggling work commitments even when they’re supposed to be off the grid—during vacations, late at night, or even when dealing with personal health crises.

One particularly telling story involves an EA who managed her executive’s schedule while on her honeymoon, sneaking off during dinner to take calls and organize meetings. Another EA recounts finalizing a complex merger agreement over the phone from a hospital bed, just minutes before being wheeled into surgery. These stories highlight the extent to which EAs are both low-key and conspicuously expected to prioritize their executive’s needs above all else, even at the expense of their personal health and well-being.

In Conclusion

The role of the Executive Assistant, especially at the top, is indispensable, but the high expectations, under-compensation for expanded responsibilities, and the constant pressure to be "always on" and available-ish are leading to a burnout crisis that can no longer be swept under the rug. It’s imperative for EAs to advocate for themselves—not just for better pay but for clearer boundaries, more sustainable workloads, and uninterrupted downtime to support their own mental health. Executives must also recognize that the success of their assistants directly impacts their own. Without change, we’ll continue to see talented EAs leave the profession due to burnout, taking their invaluable skills with them.

Change begins with a conversation, but it needs to be backed by action. EAs are more than just assistants—they are partners in business and in their executives' lives whose work deserves more recognition, respect, and much fairer compensation.