This page covers ai prompts for executive assistants: a practical collection of ready-to-use prompts for scheduling, communication, meeting prep, travel coordination, and reporting. It is written for executive assistants and the team leads who support them, whether you work with ChatGPT, Claude, Copilot, or Gemini.
What is in this pack
Twenty-two prompts organized into five categories: calendar and scheduling, written communications, meeting preparation, travel and logistics, and reporting and summaries. Every prompt is formatted for direct use, with variables in brackets so you can adapt them without rewriting from scratch.
The pack is built around the tasks that eat an EA's day: the back-and-forth of scheduling across time zones, drafting emails that sound like the executive rather than a template, and turning raw meeting notes into a summary the principal can act on.
One honest caveat: these prompts work well for drafting and organizing, but they do not replace judgment on sensitive communications. If the email involves a difficult personnel matter or a confidential negotiation, treat any AI output as a rough frame, not a finished draft.
For prompts organized by other roles, see the full prompts by role library.
The prompts, by category
These prompts are grouped by the work executive assistants do most: managing schedules, handling communications, preparing documents, supporting meetings, and keeping projects on track. Each prompt includes a note on when to reach for it and what to adjust first.
The prompts use [BRACKETED VARIABLES] for anything that changes run to run. Swap those out before sending.
A note on limitations: AI is unreliable when it needs real-time calendar data, live email threads, or internal context it has never seen. For anything that requires direct system access, these prompts work best when you paste in the relevant text rather than expecting the model to pull it automatically.
Scheduling and calendar management
Draft a meeting request with all the details
When to use it: You need to invite attendees to a meeting and want a polished, complete message without writing it from scratch. What to change first: Replace [PURPOSE] with a specific goal, not a vague topic.
Variables: [EXECUTIVE NAME], [ATTENDEES], [PURPOSE], [DATE OPTIONS], [LOCATION OR LINK], [PREP REQUIRED]
Draft a professional meeting request email from [EXECUTIVE NAME] to [ATTENDEES].
The meeting purpose is: [PURPOSE]
Proposed times: [DATE OPTIONS]
Location or link: [LOCATION OR LINK]
If attendees need to prepare anything in advance, include this: [PREP REQUIRED]. If [PREP REQUIRED] is blank, omit that section.
Keep the tone direct and respectful. Total length should be under 150 words.Resolve a scheduling conflict between two priorities
When to use it: Two high-priority commitments have landed on the same slot and you need a suggested resolution to bring to your executive. What to change first: Add any hard constraints (board meeting, flight time) under [CONSTRAINTS].
Variables: [COMMITMENT A], [COMMITMENT B], [CONSTRAINTS], [EXECUTIVE PREFERENCES]
I need to resolve a scheduling conflict. Here are the two commitments:
Commitment A: [COMMITMENT A]
Commitment B: [COMMITMENT B]
Hard constraints: [CONSTRAINTS]
Executive preferences or priorities: [EXECUTIVE PREFERENCES]
Suggest two or three ways to resolve this conflict. For each option, note the trade-off. Be brief.Build a weekly schedule briefing
When to use it: Every Monday morning, to give your executive a clean summary of the week ahead. What to change first: Add recurring obligations your executive cares about under [STANDING COMMITMENTS].
Variables: [EXECUTIVE NAME], [MEETINGS LIST], [DEADLINES], [TRAVEL], [STANDING COMMITMENTS], [PRIORITIES THIS WEEK]
Create a weekly schedule briefing for [EXECUTIVE NAME].
Meetings this week: [MEETINGS LIST]
Deadlines: [DEADLINES]
Travel or out-of-office: [TRAVEL]
Standing commitments: [STANDING COMMITMENTS]
Top priorities this week: [PRIORITIES THIS WEEK]
Format as a short day-by-day summary. Flag any days that look overloaded. Keep the whole briefing under 300 words.[NEEDS REAL OUTPUT] What to notice: A good output flags Wednesday or Friday overload unprompted, without being asked to check.
Communications and correspondence
Draft a sensitive decline on behalf of your executive
When to use it: Your executive needs to say no to a request, invitation, or partnership inquiry without burning the relationship. What to change first: Specify the relationship context in [RELATIONSHIP] so the tone calibrates correctly.
Variables: [EXECUTIVE NAME], [REQUESTER NAME], [REQUEST DESCRIPTION], [REASON FOR DECLINING], [RELATIONSHIP], [ALTERNATIVE TO OFFER]
Draft a decline email from [EXECUTIVE NAME] to [REQUESTER NAME].
The request was: [REQUEST DESCRIPTION]
Reason for declining (internal, do not state directly): [REASON FOR DECLINING]
Relationship context: [RELATIONSHIP]
Alternative to offer, if any: [ALTERNATIVE TO OFFER]
The email should feel considered, not formulaic. Do not use phrases like "at this time" or "we wish you all the best." Keep it under 120 words.Respond to a routine stakeholder inquiry
When to use it: A stakeholder has asked a question your executive would normally handle personally, but the answer is straightforward. What to change first: Paste the original inquiry into [INQUIRY TEXT] verbatim.
Variables: [EXECUTIVE NAME], [STAKEHOLDER NAME], [INQUIRY TEXT], [APPROVED RESPONSE POINTS], [TONE]
Draft a reply from [EXECUTIVE NAME] to [STAKEHOLDER NAME].
Original inquiry: [INQUIRY TEXT]
The response should cover these points: [APPROVED RESPONSE POINTS]
Tone: [TONE]
Do not add information not listed above. If the inquiry asks for something not covered in [APPROVED RESPONSE POINTS], flag it with "[NEEDS EXECUTIVE INPUT]" rather than guessing.[NEEDS REAL OUTPUT] What to notice: The model should insert the "[NEEDS EXECUTIVE INPUT]" flag cleanly rather than fabricating an answer.
Write a follow-up after a meeting or event
When to use it: Your executive met someone important and needs a timely, personal follow-up within 24 hours. What to change first: Add specific details from the meeting in [CONVERSATION NOTES] so the email does not read as generic.
Variables: [EXECUTIVE NAME], [RECIPIENT NAME], [EVENT OR MEETING], [CONVERSATION NOTES], [NEXT STEP]
Write a follow-up email from [EXECUTIVE NAME] to [RECIPIENT NAME] after [EVENT OR MEETING].
Notes from the conversation: [CONVERSATION NOTES]
Proposed next step: [NEXT STEP]
Reference at least one specific detail from [CONVERSATION NOTES] in the opening line. Keep the email under 100 words. Do not use "Hope this finds you well."Draft a briefing note before a high-stakes call
When to use it: Your executive has a call with someone they have not spoken to recently, or with a new contact. What to change first: Include any known sensitivities in [BACKGROUND] so the model can flag them.
Variables: [EXECUTIVE NAME], [CONTACT NAME], [CONTACT ROLE AND ORGANIZATION], [CALL PURPOSE], [BACKGROUND], [QUESTIONS TO RAISE]
Prepare a one-page briefing note for [EXECUTIVE NAME] ahead of a call with [CONTACT NAME] ([CONTACT ROLE AND ORGANIZATION]).
Call purpose: [CALL PURPOSE]
Background and context: [BACKGROUND]
Questions to raise: [QUESTIONS TO RAISE]
Format: short bio summary, context on the relationship or topic, suggested talking points, and any sensitivities to be aware of. Keep it skimmable.Document and report preparation
Summarize a long document into an executive brief
When to use it: Your executive needs to understand a lengthy report, contract, or proposal before a meeting. What to change first: Paste the full document text after [DOCUMENT TEXT]. Do not summarize before pasting.
Variables: [DOCUMENT TEXT], [EXECUTIVE NAME], [KEY QUESTIONS]
Summarize the following document for [EXECUTIVE NAME].
Document: [DOCUMENT TEXT]
Focus on answering these questions: [KEY QUESTIONS]
Format: a three-to-five sentence summary, then a bullet list of the five most important points, then a one-sentence recommendation or flag if one is warranted. Do not editorialize beyond the document's own content.[NEEDS REAL OUTPUT] What to notice: The model should pull specific figures and decisions from the document, not restate general themes.
Create a polished agenda from rough notes
When to use it: You have a list of topics scribbled from a planning conversation and need a clean agenda to send to attendees. What to change first: Specify time allocations in [ROUGH NOTES] if they exist; the model will distribute time evenly otherwise.
Variables: [MEETING TITLE], [DATE AND TIME], [ATTENDEES], [TOTAL DURATION], [ROUGH NOTES], [DESIRED OUTCOME]
Convert the following rough notes into a formatted meeting agenda.
Meeting: [MEETING TITLE]
Date and time: [DATE AND TIME]
Attendees: [ATTENDEES]
Total duration: [TOTAL DURATION]
Desired outcome: [DESIRED OUTCOME]
Rough notes: [ROUGH NOTES]
Allocate time to each item proportionally. Mark any item that requires a decision with "(Decision required)". Include a two-minute buffer at the end for next steps.Format a board or leadership update
When to use it: Your executive needs to send a status update upward and wants it tight, structured, and easy to skim. What to change first: Confirm the update cadence (weekly, monthly, quarterly) so the scope of [UPDATE CONTENT] matches expectations.
Variables: [EXECUTIVE NAME], [AUDIENCE], [PERIOD COVERED], [UPDATE CONTENT], [KEY WINS], [RISKS OR BLOCKERS], [REQUESTS OR DECISIONS NEEDED]
Draft a [PERIOD COVERED] leadership update from [EXECUTIVE NAME] to [AUDIENCE].
Update content: [UPDATE CONTENT]
Key wins: [KEY WINS]
Risks or blockers: [RISKS OR BLOCKERS]
Requests or decisions needed from leadership: [REQUESTS OR DECISIONS NEEDED]
Format: four short sections using those headings. Each section should be three to five bullet points. Total length under 400 words.Meeting support
Write action items from meeting notes
When to use it: Immediately after a meeting, while the notes are fresh, to extract clear owners and deadlines. What to change first: Paste the raw notes into [MEETING NOTES] without editing; let the model do the extraction.
Variables: [MEETING NOTES], [ATTENDEE LIST WITH ROLES]
Extract all action items from the following meeting notes.
Attendees and roles: [ATTENDEE LIST WITH ROLES]
Meeting notes: [MEETING NOTES]
For each action item, identify: the task, the owner (match names from the attendee list), and the deadline if stated. If no deadline was stated, write "deadline not confirmed." Output as a numbered list. Flag any item where ownership is ambiguous.[NEEDS REAL OUTPUT] What to notice: Ambiguous ownership should produce a flag, not a guess.
Draft a meeting recap to send to all attendees
When to use it: After any significant meeting, to create a shared record that prevents misalignment. What to change first: Confirm whether decisions listed in [DECISIONS MADE] are final or still provisional before sending.
Variables: [MEETING TITLE], [DATE], [ATTENDEES], [OBJECTIVES], [DECISIONS MADE], [ACTION ITEMS], [NEXT MEETING]
Write a meeting recap email for [MEETING TITLE] held on [DATE].
Attendees: [ATTENDEES]
Objectives covered: [OBJECTIVES]
Decisions made: [DECISIONS MADE]
Action items (owner and deadline): [ACTION ITEMS]
Next meeting: [NEXT MEETING]
Open with a two-sentence summary of what was accomplished. Then present decisions and action items as separate labeled sections. Keep the total under 250 words.Prepare questions for an executive before a key meeting
When to use it: Your executive is walking into a negotiation, a performance conversation, or a sensitive stakeholder meeting and wants to be prepared. What to change first: Adjust [CONTEXT] to reflect the relationship history, not just the meeting topic.
Variables: [MEETING PURPOSE], [COUNTERPARTY], [CONTEXT], [DESIRED OUTCOME], [KNOWN CONCERNS]
Generate a list of questions [EXECUTIVE NAME] might want to ask or be prepared to answer in a meeting with [COUNTERPARTY].
Meeting purpose: [MEETING PURPOSE]
Context: [CONTEXT]
Desired outcome: [DESIRED OUTCOME]
Known concerns or sensitivities: [KNOWN CONCERNS]
Organize into two groups: questions to ask the counterparty, and questions the counterparty may ask that [EXECUTIVE NAME] should be ready for. Five questions per group.Travel and logistics
Build a complete travel itinerary
When to use it: Your executive has a multi-stop trip and needs a single document they can read on their phone. What to change first: Add ground transportation details in [TRANSPORT] or the model will leave them blank.
Variables: [EXECUTIVE NAME], [TRIP DATES], [DESTINATIONS], [FLIGHTS], [HOTELS], [MEETINGS], [TRANSPORT], [DIETARY OR ACCESS NEEDS]
Create a travel itinerary for [EXECUTIVE NAME] for the trip [TRIP DATES].
Destinations: [DESTINATIONS]
Flights: [FLIGHTS]
Hotels: [HOTELS]
Scheduled meetings: [MEETINGS]
Ground transport: [TRANSPORT]
Special requirements: [DIETARY OR ACCESS NEEDS]
Format day by day, chronologically. Include confirmation numbers where provided. Flag any gaps in coverage (e.g., no transport between airport and hotel).Draft a pre-trip briefing for an international visit
When to use it: Your executive is traveling to a country or city they are less familiar with, or where the meetings carry unusual stakes. What to change first: Specify the business purpose in [VISIT PURPOSE] to keep the briefing relevant rather than generic.
Variables: [EXECUTIVE NAME], [DESTINATION], [VISIT PURPOSE], [KEY CONTACTS], [CULTURAL CONSIDERATIONS], [LOGISTICS NOTES]
Prepare a pre-trip briefing for [EXECUTIVE NAME] traveling to [DESTINATION].
Visit purpose: [VISIT PURPOSE]
Key contacts: [KEY CONTACTS]
Cultural or protocol considerations: [CULTURAL CONSIDERATIONS]
Logistics notes: [LOGISTICS NOTES]
Sections: visit overview, key contacts with brief context, cultural or business protocol notes, and logistics checklist. Keep to one page.Research and preparation
Research a company or individual before a meeting
When to use it: Your executive is meeting someone new and needs a fast, reliable overview. What to change first: Note that AI models have knowledge cutoffs. Always verify recent news independently. See OpenAI's guidance on knowledge limits for context on how current the model's knowledge is.
Variables: [PERSON OR COMPANY NAME], [MEETING CONTEXT], [SPECIFIC QUESTIONS]
Provide a briefing on [PERSON OR COMPANY NAME] for an upcoming meeting.
Meeting context: [MEETING CONTEXT]
Specific questions to answer if possible: [SPECIFIC QUESTIONS]
Include: a summary of who they are or what the company does, any recent notable activity you are aware of, and anything relevant to [MEETING CONTEXT]. Flag any information you are uncertain about. Do not speculate.Summarize industry news relevant to the executive's sector
When to use it: Weekly, to keep your executive informed without asking them to read everything themselves. What to change first: Replace [SECTOR] with the specific industry vertical, not a broad category.
Variables: [SECTOR], [EXECUTIVE NAME], [TOPICS OF INTEREST], [DATE RANGE]
Summarize the most significant recent developments in [SECTOR] that [EXECUTIVE NAME] should be aware of.
Focus areas: [TOPICS OF INTEREST]
Date range if relevant: [DATE RANGE]
Present as five to eight bullet points, each with a one-line explanation of why it matters. Flag any items where you are uncertain about recency or accuracy.[NEEDS REAL OUTPUT] What to notice: The model should flag knowledge cutoff limitations on recent news rather than presenting outdated information as current.
Draft a one-page brief on a new vendor or partner
When to use it: Your executive is being asked to approve or meet with a vendor and needs background fast. What to change first: Paste any information you already have into [KNOWN INFORMATION] to avoid the model filling gaps with guesses.
Variables: [VENDOR NAME], [VENDOR TYPE], [PURPOSE OF RELATIONSHIP], [KNOWN INFORMATION], [OPEN QUESTIONS]
Create a one-page vendor brief on [VENDOR NAME] for [EXECUTIVE NAME].
Vendor type: [VENDOR TYPE]
Purpose of the relationship: [PURPOSE OF RELATIONSHIP]
Information already known: [KNOWN INFORMATION]
Open questions to flag: [OPEN QUESTIONS]
Sections: company overview, relevance to [PURPOSE OF RELATIONSHIP], any known risks or considerations, and a list of open questions. Where information is not available, say so explicitly rather than speculating.The prompts above cover the daily range of EA work. The table below summarizes them by category, output type, and typical time saved.
| Category | Number of prompts | Primary output type | Best used |
|---|
Real example outputs
The five prompts below are marked [NEEDS REAL OUTPUT]. Each needs a captured response from an actual model run before this page goes live. When you collect those outputs, here is what to look for in each case.
| Prompt | What a good output looks like | Red flag to watch for |
|---|---|---|
| Draft a weekly briefing email | Correct tone, concise bullets, no invented agenda items | Model fabricates meeting details not in the input |
| Prep questions for a vendor review | Questions tied to the vendor's stated scope | Generic questions that could apply to any vendor |
| Summarize a long email thread | Key decision and next owner named in line one | Summary buries the action item at the end |
| Write a meeting debrief | Decisions and owners clearly separated from discussion | Model lists discussion points as if they were decisions |
| Triage an overloaded inbox | Items sorted by urgency with brief rationale | Model marks everything "high priority" |
Once you have real outputs, add a "what to notice" line beneath each one pointing to the specific detail that makes it useful or where the model cut a corner.
How to adapt these for your team
The prompts above are written for a single EA. If you support multiple executives, or manage a small team of assistants, a few small changes make them considerably more useful.
Start by replacing the generic variables with standing defaults. [EXECUTIVE NAME], [TONE], and [CONTEXT] should reflect the specific executive you support most, so you are not re-entering the same details every time.
Next, think about audience. A briefing for a CFO reads differently from one for a Chief People Officer. Keep a short note at the top of each prompt recording which executive it was tuned for, so colleagues can reuse it without guessing.
Tone calibration is worth a separate pass. If your executive has a known writing style, add two or three example sentences to the prompt under a "Voice reference" line. Most models will mirror it closely.
For team-wide consistency, shared folders in Convergence let everyone pull from the same prompt set, already customized for your organization.
Save this folder to your workspace
These prompts work best when they live somewhere your whole team can find them, not buried in a personal chat history. If you're running a small EA team or supporting multiple executives, a shared folder means everyone pulls from the same tested versions rather than rewriting the same meeting-prep prompt from scratch each week.
The simplest way to start is to copy the categories from this page directly into a folder named something like "EA Toolkit," then assign ownership so one person keeps the prompts current as your executive's priorities shift.
For broader coverage across functions, the prompts by role library includes packs for marketing teams and business operations that pair naturally with an EA's day-to-day coordination work.
Frequently asked questions
Are these prompts safe to use with confidential executive information?
Use a model your organization has approved for sensitive data before pasting anything confidential. Most enterprise plans for ChatGPT, Copilot, Claude, and Gemini include data-handling commitments, but check your specific contract. When in doubt, anonymize names and figures before submitting.
Do these prompts work the same way across ChatGPT, Claude, Copilot, and Gemini?
The core prompts work across all four models, though the tone and formatting of outputs will vary slightly. Claude tends toward structured prose; Gemini often adds bullet summaries. Test the prompts you use most on your preferred model and adjust the instructions if the format isn't right.
How long does it take to set these up?
You can run your first prompt in under five minutes. Building a shared folder that your whole team uses consistently takes a little longer, but one setup session usually covers it.
Can I share these prompts with my executive's other team members?
Yes. Shared folders in Convergence let you distribute a curated prompt set so everyone sends consistent, on-brand outputs.
What if the output doesn't sound like me?
Add a short style note to the prompt. Two or three sentences describing your preferred register ("concise, no filler, formal but not stiff") will pull the output much closer to your voice.