1. Objective
This SOP governs how you communicate with external parties — clients, vendors, partners, prospects, and other contacts — on behalf of your executive. It covers how to introduce yourself, what to handle independently, when to escalate, how to calibrate tone by relationship, and how to handle the most common challenging external scenarios. Every communication on your executive's behalf carries their reputation. This SOP ensures you carry it well.
Where this SOP starts: Any time you initiate or respond to a communication with a third party on behalf of your executive.
Where this SOP ends: When the matter is resolved, escalated to your executive, or handed off with full context.Success looks like: Third parties feel professionally served. Your executive's reputation is protected in every interaction. You handle what you can and escalate what you should — without either over-involving your executive or acting outside your authority.
2. Your Role & Boundaries
2a. What you handle independently
- Scheduling and rescheduling requests from any contact
- Routine information requests (business hours, location, standard services, contact info)
- Vendor communications about logistics, setup, delivery, and invoicing
- Confirmation communications — meeting confirmations, receipt acknowledgments
- Follow-up on outstanding items your executive has already made a decision on
- Unsubscribing from marketing, managing promotional communications
2b. What requires executive approval before acting
- Any client complaint or expression of dissatisfaction
- A communication from someone your executive has flagged as sensitive or high-priority
- A financial commitment or decision you're not explicitly authorized to make
- A legal or compliance question from any party
- Anything where you genuinely don't know what your executive would want said
2c. What you never do
- You never impersonate your executive — representing them is always transparent about your role
- You never make commitments (financial, timeline, deliverable) your executive hasn't authorized
- You never provide pricing, legal, or strategic opinions on their behalf
- You never share internal business details, financial information, or confidential matters with external parties
- You never argue with a contact who insists on speaking directly to your executive
NEVER: Respond to a threat of legal action, media inquiry, or situation involving your executive's personal reputation. Escalate immediately.
3. Representation vs. Impersonation
Understanding this distinction prevents confusion and protects you and your executive.
Representation: Communicating on their behalf with transparency. The other party knows — or can reasonably infer — they're dealing with an assistant or representative. This is appropriate for most external communications.
Impersonation: Communicating in a way that leads the other party to believe they're speaking directly with your executive when they are not. Appropriate only for low-stakes written communications sent from their account with their full knowledge and authorization.
The practical rule: When uncertain, be transparent about your role. "I'm reaching out on behalf of [Executive Name]" is a complete, professional statement. It signals organization and professionalism — not a lack of access.
4. How to Introduce Yourself
Use the appropriate introduction for the channel and situation.
Email from your own email address:
"Hi [Name], I'm [Your Name], executive assistant to [Executive Name]. I'm reaching out on their behalf to..."
Email sent from your executive's email address:
No additional introduction needed. The communication appears to come from them. Use this access carefully and only with full authorization.
Phone call on your executive's behalf:
"Hi, this is [Your Name] calling on behalf of [Executive Name]. Do you have a moment? I'm reaching out to [confirm / schedule / follow up on]..."
Key principle: Keep introductions brief. The other person wants to know who you are, why you're calling, and what you need — in that order.
5. Tone Calibration by Relationship
Every relationship your executive has is different. Match the tone of the relationship — not just the generic professional standard.
How to calibrate:
- Read the email history before responding. What tone has the relationship had? Formal or casual? First name or title?
- Match their energy. If your executive's long-term client sends informal, joke-filled messages, a stiff formal reply will feel off-brand.
- Default to slightly more formal when uncertain. It's easier to warm up over time than to pull back from too casual.
Quick reference by relationship type:
| Relationship | Default Tone |
|---|---|
| New prospect | Professional, warm, concise |
| Long-term client (informal history) | Friendly, casual, conversational |
| Vendor / supplier | Professional, efficient |
| Partner / referral | Warm, collegial |
| First contact / unknown | Slightly formal — warm up based on their response |
6. Handling Common Challenging Situations
The unhappy client
Do not respond immediately with a defensive or apologetic message. Do not make promises your executive hasn't agreed to.
What to do:
1. Acknowledge calmly and empathetically
2. Notify your executive immediately
3. Give the client a specific timeframe for your executive to follow up
Template:
Thank you for reaching out. I completely understand your concern and want to make sure this gets resolved properly. I'm looping [Executive] in today to ensure they address this directly with you. You can expect to hear from them by [specific timeframe].
The contact who insists on speaking to your executive directly
Do not argue about the value of your role. Gracefully transfer.
Template:
Absolutely — I'll let [Executive] know you'd like to connect directly. What's the best time and number for them to reach you?
Then inform your executive promptly with full context.
The unclear or unusual request
Do not guess. Buy time appropriately.
Template:
Thank you for reaching out. I want to make sure we get you exactly what you need — let me check with [Executive] and get back to you by [specific time].
Then follow up by the time you stated — without exception. Never say "I'll get back to you" without actually doing so.
When you're asked a question you can't answer
That's a great question — I want to make sure you get accurate information, so let me confirm that with [Executive] and follow up with you by [time].
7. Escalating External Communications
When escalating, always include:
1. The original message or a clear summary of it
2. Your recommendation for how to respond
3. The deadline for when a response is needed
Escalation note format:
Forwarding this for your input — I want to make sure I respond appropriately.
[Brief situation summary]
My recommendation: [proposed response or action]
Response needed by: [date/time]
Shall I proceed with the draft, or would you like to handle directly?
8. Practical Application — The Unanswered Inquiry
Scenario: Your executive attended an event two weeks ago. A prospect they met sent an inquiry email that's been sitting for three days unanswered. Your executive says: "Can you handle that? Just feel them out and see if they're a fit."
What you do:
1. Read the original inquiry carefully — what are they asking for? What do they need?
2. Check if there's any prior email history between your executive and this person
3. Draft a reply in your executive's voice, from your email address
Draft template:
Subject: Re: [Original subject]
Hi [Name],
Thank you for reaching out — apologies for the delay in getting back to you. I'm [Your Name], executive assistant to [Executive Name].
[Executive] wanted me to follow up and get a sense of what you're looking for before scheduling time together. Could you share a bit more about [specific aspect of their inquiry]? That'll help us make sure we can be most useful to you.
Looking forward to connecting.
[Your Name]
On behalf of [Executive Name]
9. Tools & Access
| Tool | Purpose |
|---|---|
| [Email platform] | External communications |
| [Calendar platform] | Scheduling for external contacts |
| [CRM or contact log] | Relationship history reference |
| Voice File document | Tone calibration for ghostwritten communications |
10. Changelog
| Date | Notes |
|---|---|
| April 2026 | Initial release |