The Assumptive Close
The One Phrase That Defines Top Chiefs of Staff and Executive Assistants
"Unless I hear otherwise, I will move forward."
It’s just a short phrase, but it reveals a world of competence, decisiveness, and ownership. It’s the quiet superpower behind many of the most effective Chiefs of Staff and leaders. And there’s a name for it: the Assumptive Close.
I first encountered the Assumptive Close during my early months as a Chief of Staff. My business leader and the executive team were deep in a merger. Decisions were flying in every direction; it was hard to get a hold of my leader for even five minutes, and there was an overwhelming amount of work to do. I began to realize that the things that moved most smoothly were the ones I took ownership of and framed with certainty. The first time I wrote, “Unless I hear otherwise, I’ll go ahead and lock this in,” I held my breath. But I didn't get pushback — I got a thank you.
That moment taught me something essential: great Chiefs of Staff don’t wait for permission. They create forward motion. They act with strength, ownership, and informed judgment. They use the Assumptive Close.
What Does the Assumptive Close Sound Like?
"Unless I hear otherwise, I will take action on this."
"We'll plan on these dates for the offsite. If you see any issues, let me know."
"If I don’t hear back from you by next Tuesday, I will proceed."
"I'll go ahead with the plan below unless I hear differently."
"Based on my recommendation, I will start implementation in about a week unless I hear otherwise."
It’s not pushy. It’s professional, calm, and clear. And it builds trust, for both the leader and the operator.
Pillars of an Assumptive Close
A Well-Structured Plan
There must be a clearly defined, documented, and detailed plan that outlines the proposed next steps.
Trustworthy Support
This only works when the Chief of Staff or Executive Assistant has proven they can execute independently and reliably.
Clear Communication
All relevant context, data, and details should be readily available and shared. No surprises.
Opportunity for Objection
Leaders should be given space to disagree or redirect. The door must remain open for feedback.
Assumed Affirmation
This isn’t about bluffing. There must be a legitimate expectation that the plan will be approved based on prior conversations or signals.
No Direct Confirmation
What makes this unique is that it skips the explicit request for approval. Instead, it leans into trust and momentum.
Positive Prior Engagement
This shouldn’t be the first time a leader is hearing about the plan. The groundwork should already be laid.
Contextual Appropriateness
Not every decision warrants an Assumptive Close. Use it where appropriate based on urgency, importance, and complexity.
Collaboration over Control
The best Assumptive Closes come from a place of partnership, not command. You're moving forward with your leader, not around them.
Why It Works
Leaders are tired. Not because they aren’t capable, but because decision-making is exhausting. Every question, every approval request, every “What do you think?” adds to the load.
When we can save our leaders a decision, an email, or a follow-up, we’re not just being efficient. We’re being strategic. We’re helping them stay focused on what matters most.
Final Thought
The Assumptive Close isn't just a communication tactic. It's a strategy. It's how strong operators move work forward, protect their leader’s time, and drive momentum where it matters most. It's about stepping in as a leader and leaning into what you know, which is often far more than we think.
The next time you feel the urge to ask your leader, “Does this work for you?” pause and ask yourself instead: “Do I have enough information to proceed?” If the answer is yes, then it's time to nail the Assumptive Close.