This is where we are at the end of 2024 as a profession.
Whilst we have made huge inroads into changing perceptions of our profession at some of the biggest companies in the world in the last three years, there is still much work to be done.
1. Many executives and organisations don’t understand the full breadth of what assistants are capable of because they still view the role through a traditional lens: scheduling, booking travel, and administrative tasks.
This requires a rebranding of the role from within the organisation. Education campaigns, like workshops or executive briefings, can showcase the strategic capabilities of assistants. Showing case studies where assistants have directly contributed to business goals can be compelling.
2. Assistants are under-utilised because their skills are misunderstood.
Many assistants are highly skilled in strategy, technology, project management, and communication but are not given opportunities to showcase these abilities. If businesses don’t understand these competencies, they default to assigning ‘busy work.’
Assistants must learn to self-advocate and clearly articulate your value in business terms. Training on how to position yourself as an administrative business partners is critical. Tools like the Global Skills Matrix can help bridge the gap by providing clarity on what assistants at each level should be contributing.
3. There is a resistance to change. Businesses often cling to outdated structures, assuming assistants are a support function rather than a strategic one. Many leaders don’t know how to use their assistants because they’ve never been taught how.
This isn’t just about assistants improving their skill sets. It’s about educating the C-suite and HR leaders need to see assistants as partners in achieving business outcomes, not as task-doers.
4. You aren’t always sure how to advocate for, or elevate your role. While many of you are capable of operating at a high level, you may lack the confidence or tools to step into those strategic roles.
Attending advanced training, can empower you to become more vocal. A mindset shift from reactive to proactive is essential.
5. The ‘admin’ stereotype is strong.
The word ‘assistant’ is still heavily associated with basic admin work, which minimises the perception of its potential impact.
A title rebrand might help some organisations. Shifting from ‘Assistant’ to ‘Administrative Business Partner’ or other titles can make businesses reevaluate what the role encompasses.
6. If assistants aren’t aligned with organisational goals, it’s hard for leaders to see their contributions as critical to business success.
Align your work with key business metrics and communicate how your actions impact these metrics directly.
Are these resonating?
I hope you’ve had a good break and are returning to work shortly, reinvigorated and ready for the challenge.
2025 is our breakthrough year.
