One of the common issues I see in organisations is a mismatch between the skills of the assistants assigned to executives and the level of support the executives truly need.
If we look at the Global Skills Matrix, a tool designed to define the skills levels of administrative professionals to aid career progression, the highest level, Level 4, is geared toward strategic business partners who think and operate at an executive level. These assistants are not just administrative support; they are integral to decision-making, project management, and driving initiatives that align with the company’s goals. For C-suite executives, having a Level 4 assistant is not a luxury—it’s a necessity. Anything less can seriously impact productivity and business outcomes.
When C-suite executives are paired with assistants who operate below Level 4, there’s a significant gap in the kind of support they receive. This lack of strategic support can lead to executives spending more time on tasks that could be delegated, less foresight in planning, and ultimately, a decline in productivity.
So, how do we fix this? It starts by ensuring the right level of assistant is aligned with the right level of executive. For the C-suite, a Level 4 assistant is non-negotiable. These assistants should be empowered to act as true business partners, providing high-level support, strategic insight, and proactive solutions that allow executives to focus on leading the organisation.
As we move down the management chain, the needs shift. Management, just below the C-suite, typically benefits from Level 3 assistants, who can still operate strategically but are more focused on managing day-to-day functions and supporting multiple executives. Ideally, 2–3 managers should be supported by one Level 3 assistant, allowing these managers to concentrate on their core responsibilities while ensuring their needs are met efficiently.
For broader management teams or departments, many organisations are finding success by utilising a pool of Level 2 assistants to handle reactive tasks and support both the senior assistants and managers. This ensures that the routine, day-to-day operational needs of multiple managers and departments are taken care of, while allowing the senior-level assistants to focus on the more strategic, high-value tasks that ultimately drive business performance.
This structure—C-suite with Level 4 assistants, senior management with Level 3s, and a pool of Level 2s for more general, reactive support—creates a streamlined, highly effective model for success. It ensures that each layer of the organisation is supported by the right level of assistant, leading to greater productivity, better decision-making, and a more efficient business operation overall.
When businesses align the right assistants with the right executives, the entire organisation benefits. Let’s stop thinking of assistants as one-size-fits-all and start matching the right talent with the right role.
