This article is part of a series of articles published on our LinkedIn account by guest writers. Today's article was written by Eva Finseth, Chair IMA Norway. 

I didn’t expect those words.

A month ago, I had my first meeting with my new boss. I was a little nervous because I was now a PA to a leader who isn’t Norwegian. He doesn’t even live in Norway. He lives in Italy. I hadn’t chosen him; I was selected in the new company restructure. The very first thing he said to me was that he trusted me from the start.

I felt an immense sense of relief.

Trust isn’t always a given. In Nordic culture, it’s common to start with 100% trust. In many cultures, you start with 0% trust and earn it. You need to deserve it.

Trust is personal. I may trust you, but you may not trust me in return, or vice versa. It’s a complex human experience, yet one of the most important elements of a successful EA and CEO partnership.

If trust is absent between the EA and CEO, it can adversely affect the organization. If trust is absent between two individuals who work as closely as a CEO and EA do, then how might that look to the rest of the organization?

I’ll answer for you: not great.

As an EA, you need trust from both sides: from your CEO and from your organization. Without trust, your effectiveness diminishes, and your role becomes harder to navigate.

Building and maintaining trust involves clear communication, reliability, and a proactive approach.

So how do you maintain trust?

Brené Brown addresses this in "Atlas of the Heart". Outlining 7 elements of trust, captured in the acronym BRAVING, that provide a comprehensive framework to build and maintain trust:

Boundaries: Ensure boundaries are clearly outlined and respected. If boundaries are unclear, ask. Disregarding boundaries can severely damage trust.

Reliability: Do what you say you’re going to do. Show up consistently and predictably. Reliability builds credibility.

Accountability: Take ownership of your role and responsibilities. Own your mistakes, apologize, and make amends. Mutual accountability strengthens the partnership.

Vault: Maintain confidentiality. Be the vault for your CEO and vice versa. Trust can only be built if sensitive information is kept confidential.

Integrity: Choose what is right over what is comfortable or easy. Align your actions with your values. Integrity is crucial for building trust.

Nonjudgment: Be able to ask for what you need and offer the same to others without judgment. Discussing boundaries and burnout openly can prevent resentment and toxicity.

Generosity: Extend generous interpretations of intentions and actions. Approach situations with curiosity, not judgment. Generosity fosters a positive and trusting environment.

With a common framework for trust, you can discuss with colleagues and CEO what areas need work to build more trust.

Have you faced challenges in building trust in your role? How did you overcome them?

---

This article is penned by Eva Finseth, Personal Assistant at Stack Infrastructure and Chair of IMA Norway.

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author.