The "Boardroom" Belongs to Both of Us
On a flight to Sydney last month I watched "Fly Me to the Moon", with its clever marketing storylines that immediately had me thinking of you.
Scarlett Johansson plays Kelly Jones, a brilliant marketing executive. When NASA approaches her to drum up public support for their 1969 moon landing, she partners with her talented assistant Ruby, played by Anna Garcia to craft a compelling narrative that captures America's imagination.
It's nothing you haven't heard before, but a powerful reminder: great marketing is about understanding not just client pain points and desires, but also those of the people closest to them - their team, their partners.
My favourite campaign pitched in the film was NASA + Kellogg's - replacing Snap, Crackle and Pop with Buzz, Neil & Michael (after the Apollo 11 astronauts).
Side note: If you were a major brand - who would best represent you?
But the real story for me was the dynamic between Kelly and Ruby. They embodied what truly makes a business owner and manager relationship thrive.
To Kelly, Ruby wasn't just an assistant but a true partner. When NASA called, Kelly could have recruited someone with "rocket science credentials", but she recognised something more valuable—Ruby's essence, creativity, and their foundation of trust.
Apparently there's still a strong culture of "EAs don't belong in the boardroom" today, and frankly, it makes me feel sick. Just last week I read, "EAs aren't meant to be strategic partners." I couldn't disagree more. It's like planning to summit Everest but telling your sherpa to wait at base camp.
Your business manager/or EA is the sherpa who knows the hidden paths, reads the weather patterns, and carries the essential gear when you're running out of breath. Without their high-altitude wisdom, your vision of reaching the peak remains just an ambitious dream on a map.
This week, I invite you to have a conversation with your business manager (or if you don't have one yet, reflect on what kind of partnership you'd like). Ask them: "What parts of our business do you see that I might be missing?" Then really listen.
If you do this, I'd love to hear what emerges. What surprised you? What validated what you already knew?
Journal prompt: Where in your business are you holding onto control that's actually limiting your growth?
I know it can feel vulnerable to bring someone else into your "creative space" (says the control freak who once redid her VA's work because the font hierarchy was "wrong"). But the most sustainable businesses aren't solo operations—they're thoughtful partnerships where everyone brings their unique talents.
After all, Neil Armstrong may have taken that famous first step, but it took thousands of people supporting his journey to make it possible.
Here's to finding your Ruby, (and if you need help, you know where I am)
Ps. I’ve developed a weekly status check framework to bridge the creative mind and the systems thinker - to keep you out of the weeds and focusing on what matters in your weekly catch ups. Download it here.
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