Leading with Heart: The Art of Being an Executive Assistant with Scot Wisniewski

For more than two decades, Scot Wisniewski has been the quiet force behind high-performing leaders; from the beauty industry to global tech at Spotify. Blending the discipline of business with the artistry of performance, he brings empathy, presence, and precision to one of the most complex partnership roles in the modern workplace. In this interview, Scot reflects on his journey across industries, his mission to elevate the Executive Assistant profession, and why compassion, emotional intelligence, and adaptability remain the true currencies of leadership.

Scot Wisniewski | Senior Executive Assistant at Spotify | New York, USA | LinkedIn

With more than 25 years of experience supporting senior executives and navigating the dynamics of high-stakes environments, he brings a distinctive blend of professionalism, discretion, and approachability to every role. He's proud to be a career Executive Assistant and believes that true excellence in this profession extends far beyond strong calendar and complex logistics management. For him, the foundation of being an exceptional EA rests on three core pillars: emotional intelligence, compassion, and empathy.

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Elizabeth Sutkowska: Scot, you’ve worked across the beauty, travel, and now tech/media industry. Also, within your current company, Spotify, you’ve shifted across departments. What muscle did you have to build (or unlearn) to navigate those pivots while keeping the “EA-as-strategic-partner” standard you’re known for?

Scot Wisniewski: That’s such a great question. Every career shift I’ve made, whether across industries like beauty, travel, and now tech, or across departments within Spotify, has challenged me to build new systems while unlearning old habits that no longer served me. At the heart of it, I’ve had to lean deeply into curiosity, adaptability, and self-awareness.

Each transition required me to start from a place of humility, to listen, observe, and ask thoughtful questions before trying to “do.” I had to become comfortable being uncomfortable, learning new languages of business, and understanding what success looks like in very different environments. What I found is that while every industry has its nuances, the foundation of being an exceptional EA, like strong judgment, emotional intelligence, strategic thinking, empathy and partnership, always stays the same. The art is learning how to apply those skills in a new context.

Over time, one of the most valuable systems I’ve built is the ability to connect the dots quickly. Whether supporting executives in beauty, travel, or tech, I’ve developed a keen sense for identifying what truly drives impact and how my work can amplify it. I’ve learned to look beyond the day-to-day, focusing instead on how I can help my leader be more effective, more focused, and more connected to what matters most.

On the flip side, one thing I’ve had to unlearn is relying too heavily on what worked before. The approach that made me successful in one space doesn’t always translate directly into another, and that’s okay. Growth happens when we stay open, flexible, and willing to evolve.

Through all of these pivots, the “EA-as-strategic-partner” mindset has remained my north star. Regardless of industry or team, it’s about being proactive, building trust, seeing around corners, and ultimately helping to move the business forward.

Elizabeth: Your LinkedIn posts often push the profession forward with clarity, courage, and higher standards. What was the moment you realized, “I need to speak up and advocate for this profession”? And when you do, what change are you seeking or hoping to achieve?

Scot: That moment for me didn’t come all at once, it built slowly over time. I think it started from sitting in too many rooms where incredibly talented Executive Assistants were being underestimated or underutilized. I’d see how deeply they understood the business, how they influenced outcomes behind the scenes, and yet how often that value went unseen or unacknowledged. There came a point where I realized that staying quiet wasn’t serving anyone, not the profession, not our leaders, and certainly not the next generation of EAs coming up behind us. That’s when I knew I had to start speaking up.

When I began sharing my perspective on LinkedIn, my intention wasn’t to “be a voice”, it was to start conversations. I wanted to shine a light on what this role can truly be when it’s respected and empowered as a strategic partner, not just a support function. Over time, those posts turned into a community dialogue, one that reminds us we have agency, influence, and the ability to shape how our profession is perceived.

When I speak up, the change I’m hoping to drive is both cultural and structural. Culturally, I want to help shift the narrative, from viewing the EA role as reactive and administrative to seeing it as proactive and strategic. Structurally, I want to encourage companies to invest in their administrative functions with the same intention they bring to other high-impact roles. That means clearer career paths, better development opportunities, and stronger partnerships between executives and EAs.

At the end of the day, I speak up because I believe our profession deserves to be seen, heard, and respected for the critical impact it has on organizations. If even one person reads something I share and feels more confident in their value, or one leader rethinks how they engage with their EA, then that’s the kind of ripple effect I hope to create.

Elizabeth: You’re a man thriving in a profession still largely dominated by women. How do you perceive the profession today? Do you notice differences in how female colleagues are treated? Do you encounter the same stereotypes, like coffee runs or being seen as “just a calendar”? What would you say to male leaders, and to aspiring male EAs, about showing up as true allies?

Scot: That’s such an important question, and one I think about often. Being a man in a profession still largely dominated by women has given me a unique vantage point. The reality is that the Executive Assistant field has long been shaped, and elevated, by incredibly strong, smart, and capable women. I’ve learned so much from them, not just about the craft of being an effective EA, but about resilience, emotional intelligence, and the power of quiet leadership.

Do I notice differences in how female colleagues are treated? Sometimes, yes. Subtle biases still exist, assumptions about authority, decision-making, or the idea that administrative roles are “support” rather than strategic. What’s interesting is that while I occasionally encounter stereotypes myself, like being “just a calendar manager” or the person who books travel, I also recognize that as a man, I’m often given the benefit of the doubt in spaces where my female peers might have to fight harder to prove their credibility. Acknowledging that is important.

That’s why allyship matters. To me, showing up as a true ally means using my voice to challenge outdated perceptions, not speaking for women in this field, but with them. It also means modeling partnership: showing leaders what a strategic EA relationship looks like so that others can benefit from that visibility. Our profession has developed so much over the past 10-15 years. The shift of the role is changing and it’s exciting to be part of it. 

To male leaders, I’d say this: invest in your assistants as you would any key business partner. Invite them into conversations early, trust their judgment, and recognize their influence in helping you lead effectively.

And to aspiring male EAs, be humble, stay curious, and honor the legacy of those who built this profession before you. Use your position to elevate others, challenge stereotypes, and help redefine what excellence in this role looks like for everyone.

Elizabeth: Your performing-arts background gives you a powerful onstage/offstage lens. How have presence, timing, and reading the room changed the way you run a complex executive office? Are there any tips or tricks from the Broadway stage that you think could help other Executive Assistants?

Scot: My performing arts background has shaped nearly every aspect of how I approach the EA role. Before I ever managed a calendar or led a team offsite, I learned how to manage energy, both my own and the room’s. The stage teaches you about timing, presence, and awareness in a way that’s hard to replicate anywhere else. You learn that success isn’t just about hitting your mark or saying the line; it’s about connecting with your audience, adapting in real time, and creating something that feels effortless, even when there’s a lot happening behind the curtain.

Running a complex executive office isn’t all that different. The “onstage” moments are the high-visibility interactions; leadership meetings, board presentations, or key events where you’re representing your executive and the organization. That’s where presence matters most. You have to project calm, confidence, and credibility, even when things are changing quickly behind the scenes. Then there’s the “offstage” work; the countless hours of preparation, coordination, and anticipation that make those onstage moments seamless. The best EAs know that what happens behind the curtain determines how successful the performance will be.

Reading the room is another skill that translates directly from performing arts to the EA profession. On stage, you’re constantly attuned to the audience’s energy; when to slow down, when to lean in, when to give space. In an executive environment, it’s the same instinct applied differently: knowing when to speak up and when to listen, when to push an idea forward and when to pull back. It’s about emotional intelligence and timing; understanding not just what needs to be said, but how and when to say it.

There are a few “stage tricks” that I think can serve any EA well. First, rehearse. Preparation gives you the freedom to be present. Whether it’s an executive briefing or a leadership offsite, doing your homework allows you to pivot gracefully when things inevitably shift. Second, protect your energy. Performers know how to pace themselves to be “on” when it matters most, and recharge between scenes. In an executive environment, that balance is just as critical.

And finally, remember that every role, onstage or off, contributes to the success of the show. The best performances come from trust, collaboration, and everyone knowing their cues. As EAs, we often operate behind the scenes, but our influence is deeply felt. We set the tone, create rhythm, and help our leaders perform at their best.

At its core, my performing arts background taught me that presence isn’t about spotlight; it’s about impact. It’s about showing up with intention, reading the moment, and helping others shine, which, when you think about it, is exactly what the best Executive Assistants do every single day.

Elizabeth: You’re known for operational calm and thoughtful systems. If you could teach one practice that instantly upgrades an Exec–EA partnership, whether it’s how you structure the week, prep for critical meetings, or protect deep work time, what would you choose, and why is it the lever that moves everything else?

Scot: If I could teach one practice that instantly upgrades an Exec–EA partnership, it would be the intentional practice of leading with compassion, empathy, and emotional intelligence in every interaction, decision, and system you build.

At the end of the day, I believe with every fiber of my soul that these three qualities aren’t just nice-to-haves, they’re the foundation of an exceptional Executive Assistant. You can be a wizard at calendars, expenses, travel, and PowerPoint, but those are surface-level skills. They make you efficient, but not transformational. What truly moves the needle in an Exec–EA partnership is your ability to connect deeply, to read the room, sense what’s unspoken, and anticipate not just what your executive needs, but how they feel about what’s happening in the business and in their day-to-day world.

Because at its core, this role is about people. It’s about connection. It’s about networking. It’s about being at the crossroads of the deeply personal side of the business, the place where professional objectives meet human experience. As EAs, we are connectors. We’re the bridges that link our executives to teams, clients, and partners. We sit in a unique position where we see both the operational and emotional currents of an organization. That vantage point allows us to not only move the business forward but also to nurture the relationships that sustain it.

When you bring empathy and emotional intelligence to the table, you begin to operate as a strategic partner, not just a task manager. You start to see how everything is connected: how your executive’s energy impacts the team, how the tone of a meeting can shift outcomes, how a moment of compassion can diffuse tension or build trust. You become the grounding force that enables your executive to lead more effectively, think more clearly, and focus on what truly matters.

I also believe this is why AI will never fully replace the role of an EA. Technology can organize, optimize, and even anticipate needs based on data, but it can’t care. It can’t feel the subtle change in your executive’s tone during a call and know it’s time to step in. It can’t sense when the team needs encouragement or when silence is the right response. Compassion, empathy and emotional intelligence are human instincts; they are the glue that holds high-performing partnerships together.

So if you want to instantly elevate an Exec–EA partnership, start here: lead with heart. Listen deeply. Show up with genuine care for your executive, your team, and the mission you’re advancing together. Build systems that reflect humanity, not just efficiency. When you do, you’ll find that everything else, like clarity, trust, productivity, and alignment, begins to fall into place naturally. Because the strongest partnerships aren’t built on process alone. They’re built on connection.

Thank You!

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