Capability template for executive and office support
Executive week-ahead calendar review
Before the week starts, the executive assistant hands the executive one brief: every clash, every journey or run of meetings with too little time, every meeting with no stated purpose or no preparation time, and proposed time for the week's priorities. Nothing is accepted, declined, moved or sent.
Listed under
Add it to a workflow in the Fully Powered Planner, beside the teams and roles that will run it. Book a fit call
The outcome
The executive walks into Monday knowing what the week asks of them, and the problems are settled on Thursday instead of discovered at ten past nine. Two meetings booked on top of each other, a client visit that ends fifteen minutes before a stand-up across town, a four-hour morning with no gap, a "catch-up" nobody has explained, a board pack with no time to read it: each one is on the page, with the facts, as a question.
The priorities the executive named get real time, not hope. The brief finds the free hours that are actually usable, allows for the break and the journey on either side, and proposes blocks for each priority. Where the week cannot hold what was asked for, it says by how much, so the executive decides what gives instead of finding out on Friday.
The executive and the assistant choose every change. The capability never accepts, declines, moves or sends an invitation, and never puts anything in the calendar.
Who starts the work, and when
The executive assistant, chief of staff or office manager who keeps the executive's calendar runs it once a week, a day or two before the week it covers, ahead of their weekly planning conversation with the executive. They run it again when the week shifts enough to matter. The executive reads the brief, makes the decisions, and the assistant makes the changes and asks the organisers the open questions.
What they supply
- A calendar export for the week, with the date, times, title, place, organiser, attendees, the executive's answer and the purpose line for each event. The assistant makes the export; no calendar is connected.
- The executive's priorities for the week, in their order, with the hours each needs and whether mornings or afternoons suit it.
- The preparation list: the meetings that need reading or thinking time first, and how much.
- Travel times between the places the executive goes.
- Working hours, the base the executive works from, and any protected time, such as a school run.
What comes out
One brief, always in the same order:
- The week at a glance: for each day, how many meetings, how long they take and how much free time is left.
- Conflicts: overlapping events, meetings over protected time, and anything outside working hours.
- Travel and breaks: journeys with too little time, journeys nobody has timed, and long runs of meetings without a break.
- Purpose and preparation: meetings with no stated purpose, and preparation with too little time set aside.
- Invitations not yet answered.
- Proposed time reservations for preparation and for each priority, with any shortfall.
- Decisions for the executive, each with its facts and one question, and questions for organisers, for the assistant to ask.
Every figure in the brief can be added up again from the export, and nothing in it reads as a change already made.
An invented example
Illustrative example with invented data. Company A is an invented property management company with about 60 staff. Every person, client, supplier, place and meeting below is invented. Sam is the executive assistant to Morgan, the managing director. On Thursday 12 November 2026 Sam exported Morgan's calendar for the week of 16 November, typed up the two priorities Morgan named that morning, and ran the review. First come the inputs Sam supplied, in full, then the brief that came back.
The inputs
1. Settings
Executive: Morgan (managing director). Assistant: Sam.
Week: Monday 16 to Friday 20 November 2026. Times are local, one time zone.
Working days Monday to Friday, 08:30 to 18:00. Base: Office.
Protected: Wednesday 08:30 to 09:30 (school run).
Everything else: the defaults.
2. Calendar export, 12 November 2026, 16:00
Date,Start,End,Title,Location,Organiser,Attendees,Response,Purpose
2026-11-16,09:00,10:00,Leadership team weekly,Office,Morgan,Jordan; Lee; Ari; Kit,Organiser,Each team's priorities and blockers for the week
2026-11-16,10:00,11:00,Leasing pipeline review,Office,Ari,Ari,Accepted,Agree the asking rents for three vacant units
2026-11-16,11:00,12:00,Maintenance backlog review,Office,Lee,Lee,Accepted,Decide which repairs go ahead this month
2026-11-16,12:00,12:30,Call with Bank A,Video,Jordan,Jordan; Bank A relationship manager,Accepted,Timetable for the credit line renewal
2026-11-16,15:00,16:00,Supplier A service review,Video,Supplier A account manager,Supplier A account manager,Tentative,Quarterly review of the cleaning service
2026-11-16,15:30,16:30,Finance weekly,Office,Jordan,Jordan,Accepted,Cash position and payments to approve
2026-11-17,09:00,09:30,Tuesday huddle,Office,Morgan,Jordan; Lee; Ari; Kit,Organiser,Urgent items for the week
2026-11-17,10:00,11:00,Client B quarterly review,Client B offices,Client B facilities director,Client B facilities director; Ari,Accepted,Service figures and Client B's plans for next year
2026-11-17,11:15,12:00,Leasing team stand-up,Office,Ari,Ari; leasing team,Accepted,This week's viewings and offers
2026-11-17,12:00,13:00,Lunch and learn: energy saving,Office,Kit,All staff,Declined,Ways to cut energy use in the managed buildings
2026-11-17,14:00,15:00,Insurance renewal briefing,Video,Kit,Kit; Broker A,Accepted,Renewal options before the 1 December deadline
2026-11-17,15:30,16:30,Catch-up,Office,Lee,Lee,Accepted,
2026-11-18,09:00,10:00,Residents' committee,Property 14,Kit,Kit; residents' committee,Accepted,Hear residents' concerns about the lift outage
2026-11-18,10:30,11:30,Client B renewal workshop,Client B offices,Client B facilities director,Client B facilities director; Ari,Not answered,Scope of the renewal proposal
2026-11-18,14:00,14:45,Owner call: Building C,Video,Morgan,Building C owner's representative,Organiser,
2026-11-18,16:30,17:30,Private,,Morgan,,Organiser,
2026-11-19,08:30,09:30,Budget working session,Office,Jordan,Jordan,Accepted,Agree the revenue assumptions for 2027
2026-11-19,12:30,13:30,Prep: Board meeting,,Morgan,,Organiser,
2026-11-19,14:00,16:00,Board meeting,Office,Morgan,Board members; Jordan,Organiser,Approve the 2027 budget timetable and the Building C refinancing
2026-11-19,18:00,20:00,Industry dinner,Hotel A,Association A,Association A members,Accepted,Annual members' dinner
2026-11-20,10:00,11:00,Vendor demo: tenant portal,Video,Supplier D,Supplier D sales team,Not answered,Demonstration of a tenant portal
2026-11-20,11:00,11:30,Kit one-to-one,Office,Morgan,Kit,Organiser,Kit's priorities for December
2026-11-20,15:00,16:00,Finance approvals,Office,Jordan,Jordan,Accepted,Payments above the finance director's limit
3. Morgan's priorities, in Morgan's order
Priority,Hours wanted,Time of day
Budget 2027 first draft,4,Morning
Q3 owner report,2,Afternoon
4. Preparation list
Meeting,Date,Preparation needed,Minutes
Client B quarterly review,2026-11-17,Read the service figures sent to Client B last week,30
Board meeting,2026-11-19,"Read the board pack, due from Jordan on Tuesday",90
5. Travel times
From,To,Minutes
Office,Client B offices,30
Office,Property 14,25
Office,Hotel A,40
The brief
WEEK-AHEAD CALENDAR REVIEW: Morgan (managing director), week of Monday 16 November 2026
For: Sam and Morgan. Prepared Thursday 12 November 2026 from the calendar export of 12 November 2026, 16:00 (23 events; 1 declined, left out), 2 priorities, the preparation list (2 lines), 3 travel times.
Settings: times in local time; working days Monday to Friday, 08:30 to 18:00; base Office; protected Wednesday 08:30 to 09:30 (school run); break 10 min; longest run 3 h; reservations 60 to 120 min; morning 08:30 to 12:00, afternoon 12:00 to 18:00.
Week at a glance
Monday 16 November: 6 meetings, 5 h of meetings; 4 h 30 min free in working hours.
Tuesday 17 November: 5 meetings, 4 h 15 min of meetings; 5 h 15 min free in working hours.
Wednesday 18 November: 3 meetings, 2 h 45 min of meetings; 5 h 15 min free in working hours.
Thursday 19 November: 3 meetings, 5 h of meetings; 5 h 30 min free in working hours.
Friday 20 November: 3 meetings, 2 h 30 min of meetings; 7 h free in working hours.
Conflicts: 3
C1. Monday 16 November. Supplier A service review (15:00 to 16:00, Video, from Supplier A account manager, Tentative) overlaps Finance weekly (15:30 to 16:30, Office, from Jordan, Accepted). Decision 2.
C2. Wednesday 18 November. Residents' committee (09:00 to 10:00, Property 14, from Kit, Accepted) overlaps protected time, 08:30 to 09:30 (school run). Decision 4.
C3. Thursday 19 November. Industry dinner (18:00 to 20:00, Hotel A, from Association A, Accepted) is outside working hours, which end at 18:00. Decision 7.
Travel and breaks: 3
T1. Monday 16 November, 09:00 to 12:30. 4 meetings with no break of 10 min: 3 h 30 min, over the 3 h limit by 30 min. Decision 1.
T2. Tuesday 17 November. Client B quarterly review ends 11:00 at Client B offices; Leasing team stand-up starts 11:15 at Office. Gap 15 min; travel 30 min: short by 15 min. Decision 3.
T3. Wednesday 18 November. Residents' committee ends 10:00 at Property 14; Client B renewal workshop starts 10:30 at Client B offices. Travel time not supplied. Decision 5.
Purpose not stated: 2
M1. Tuesday 17 November 15:30 to 16:30, Catch-up, from Lee. No purpose in the invitation. Question 1 for the organiser.
M2. Wednesday 18 November 14:00 to 14:45, Owner call: Building C, from Morgan. No purpose in the invitation. Decision 6.
Preparation: 2
P1. Tuesday 17 November 10:00, Client B quarterly review. Needs: read the service figures sent to Client B last week (30 min). Set aside: none. Short by 30 min: proposed R2.
P2. Thursday 19 November 14:00, Board meeting. Needs: read the board pack, due from Jordan on Tuesday (90 min). Set aside: Prep: Board meeting, Thursday 12:30 to 13:30 (60 min). Short by 30 min: proposed R4.
Invitations not yet answered: 3
I1. Monday 16 November 15:00 to 16:00, Supplier A service review, from Supplier A account manager: Tentative. See C1.
I2. Wednesday 18 November 10:30 to 11:30, Client B renewal workshop, from Client B facilities director: Not answered. See T3.
I3. Friday 20 November 10:00 to 11:00, Vendor demo: tenant portal, from Supplier D: Not answered. Decision 8.
Proposed time reservations: 5
R1. Monday 16 November, 12:40 to 14:40 (120 min). Q3 owner report.
R2. Monday 16 November, 17:30 to 18:00 (30 min). Prep: Client B quarterly review.
R3. Thursday 19 November, 09:40 to 11:40 (120 min). Budget 2027 first draft.
R4. Thursday 19 November, 11:50 to 12:20 (30 min). Prep: Board meeting.
R5. Friday 20 November, 08:30 to 09:45 (75 min). Budget 2027 first draft.
Budget 2027 first draft: wanted 4 h; proposed 3 h 15 min (R3, R5). Short by 45 min: no other morning slot of 60 min or more is free.
Q3 owner report: wanted 2 h; proposed 2 h (R1).
Decisions for Morgan: 9
1. T1, Monday 16 November. Leadership team weekly, Leasing pipeline review, Maintenance backlog review and the call with Bank A run from 09:00 to 12:30 with no break of 10 minutes: 3 h 30 min, 30 min over the limit. Keep the morning as it is, or ask an organiser to shorten or move one?
2. C1 and I1, Monday 16 November. Supplier A service review (15:00 to 16:00, video, tentative) and Finance weekly (15:30 to 16:30, Office, accepted) overlap by 30 minutes. Which does Morgan keep, and is the answer to Supplier A yes or no?
3. T2, Tuesday 17 November. Client B quarterly review ends at 11:00 at Client B offices. The journey to the Office takes 30 minutes, so Morgan reaches the 11:15 leasing team stand-up at 11:30 at the earliest. Arrive late, or ask Ari to move the stand-up?
4. C2, Wednesday 18 November. Residents' committee at Property 14 (09:00 to 10:00, from Kit, accepted) overlaps the protected school run, 08:30 to 09:30. Does the meeting or the protected time give way?
5. T3 and I2, Wednesday 18 November. Residents' committee ends at 10:00 at Property 14 and Client B renewal workshop starts at 10:30 at Client B offices. No travel time between them was supplied. The workshop invitation is not answered. How long is that journey, and is the answer to the workshop yes or no?
6. M2, Wednesday 18 November. Morgan organised Owner call: Building C (14:00 to 14:45, video, with the Building C owner's representative), and the invitation states no purpose. What should the call settle, so Sam can add it to the invitation?
7. C3, Thursday 19 November. Industry dinner at Hotel A (18:00 to 20:00, from Association A, accepted) is outside working hours, which end at 18:00. The board meeting ends at 16:00 and the journey from the Office takes 40 minutes. Does the dinner stand?
8. I3, Friday 20 November. Vendor demo: tenant portal (10:00 to 11:00, video, from Supplier D) is not answered. Yes or no?
9. R1 to R5. Five reservations are proposed: R1 and R2 on Monday, R3 and R4 on Thursday, R5 on Friday. None is in the calendar. Which should Sam add? Budget 2027 first draft is 45 minutes short of the 4 hours wanted. Where should the rest go, or is 3 h 15 min enough this week?
Questions for organisers, for Sam to ask: 1
1. Lee, about Catch-up, Tuesday 17 November 15:30 to 16:30: what is the meeting for, and should Morgan read or bring anything?
Draft for Sam and Morgan. No invitation has been accepted, declined, moved or sent, and nothing has been added to the calendar.
How the figures were reached
Not part of the brief: the arithmetic behind it, so a reader can check every figure against the inputs.
- Monday free time: working hours 08:30 to 18:00 are 9 h 30 min. Meetings cover 09:00 to 12:30 (3 h 30 min) and 15:00 to 16:30 (1 h 30 min, the overlap counted once): 5 h. 9 h 30 min less 5 h is 4 h 30 min.
- Tuesday: 30 + 60 + 45 + 60 + 60 minutes of meetings is 4 h 15 min; the declined lunch is left out. 9 h 30 min less 4 h 15 min is 5 h 15 min.
- Wednesday: meetings 60 + 60 + 45 minutes is 2 h 45 min. Busy time is 08:30 to 10:00 (the school run and the committee together, 1 h 30 min), the workshop (1 h), the owner call (45 min) and the private event (1 h): 4 h 15 min. 9 h 30 min less 4 h 15 min is 5 h 15 min.
- Thursday: meetings 60 + 120 + 120 minutes is 5 h, the dinner included. Inside working hours the budget session, the preparation block and the board meeting cover 4 h. 9 h 30 min less 4 h is 5 h 30 min.
- Friday: 60 + 30 + 60 minutes is 2 h 30 min. 9 h 30 min less 2 h 30 min is 7 h.
- R2: on Tuesday the only gap before the 10:00 review is 08:30 to 08:50, 20 minutes; the 09:30 to 10:00 gap is the journey to Client B offices. On Monday the latest gap is 16:40 to 18:00, so the 30 minutes end at 18:00.
- R4: on Thursday the gaps before 14:00 are 09:40 to 12:20 and 13:40 to 13:50. The latest with 30 minutes of room is the first, so R4 ends at 12:20.
- R1: Monday's first afternoon gap runs from 12:40, ten minutes after the Bank A call, to 14:50, ten minutes before the Supplier A review: 130 minutes, rounded down to 120 and capped at 120.
- R3 and R5: Monday to Wednesday have no morning gap of 60 minutes: Monday 08:30 to 08:50; Tuesday 08:30 to 08:50, and the other gaps are taken by journeys; Wednesday starts with the school run, the time from 10:00 to 10:30 goes on the journeys either side, and the next gap begins at 12:00, after the 30-minute journey back from Client B offices. Thursday's gap runs from 09:40 to 11:40, ten minutes before R4: 120 minutes. Friday's runs from 08:30 to 09:50, ten minutes before the demo: 80 minutes, rounded down to 75. 120 + 75 minutes is 3 h 15 min, 45 minutes short of 4 h.
Where it fits
- Executive and office support: the weekly calendar review every executive assistant does, made the same each week.
- Leadership: founders, managing directors and partners whose week fills up with other people's meetings before their own priorities.
- Professional services: partners and directors moving between client sites, internal reviews and business development.
- Law firms: the managing partner's week of firm meetings, client visits and committee work, kept by the partner's assistant.
- Real estate: leaders who split the week between the office, properties and owners' meetings, where journey times decide what is possible.
- Nonprofits: chief executives balancing board, funders, partners and staff with a small office team.
- Established businesses: a calendar that has run on habit for years and deserves a weekly check.
- Growth & scaling: an executive whose meetings multiply faster than the time to prepare for them.
What has to change for your company
Set the working hours, the base and the protected times your executive actually keeps. Decide the shortest break worth keeping, the longest run of meetings before it is flagged, and how long a reserved block should be. Write down the travel times between the places your executive goes most; the capability never guesses a journey. Agree how preparation time is labelled in the calendar, which events are always shown as private, and whether the executive wants a view on conflicts or only the facts. It is written to run in ChatGPT, Claude, Copilot or Gemini from an export the assistant makes; decide which calendar fields that export may include.
What has been checked
Fully Powered AI wrote this capability template from its own published map of executive and office support work. It was editorially reviewed on 10 November 2026. It was tried once on its invented example in Claude on 10 November 2026, by a model that did not write it, and the record is published. It has not yet been tested in a client environment. It has not yet been tested as a packaged version in ChatGPT, Claude, Copilot or Gemini.
Testing in your office means running it on two or three past weeks the assistant remembers well and comparing the brief with what happened, plus hard cases written in advance: a header named differently in the export, a journey with no time supplied, a private event that overlaps a meeting, a priority the week cannot hold, an all-day absence with a meeting booked on it. The assistant checks every figure against the export before the executive relies on it. Pilot acceptance-test preparation builds that test set, and what we test before we call an AI workflow ready describes the record we keep.
The full capability template
Everything above is the outline. The complete capability template is the working version: the roles, the inputs, the procedure, the exceptions and stop conditions, the output format, the reviewer checklist, the acceptance tests, the instructions for an AI assistant and what to customize for your company. It comes with a download and the link to its folder in Fully Powered’s public repository.
Free with an account. Sign in by email: no password and no card.
Next step
Put this capability to work for your team: on your plan, or built with you in a sprint.
Build this in a sprint
In a sprint, Fully Powered adapts this capability template to your rules, proves it on your own work and puts it in the hands of the roles that own it.
Two ways to begin: