I want to explore an example of a typical day in the life of two very different assistants.
A Day in the Life of a Transactional Assistant
8:00 AM: Arrive at the office and sort through the executive’s inbox. Flag a few emails that seem important, but doesn’t understand their context or urgency.
9:00 AM: Print the executive’s schedule for the day, and send out some meeting invitations – only to realise later they conflict with another priorities.
10:30 AM: Answer the phone, jot down notes, and file messages for the executive to handle later.
12:00 PM: Collect signatures on contracts, deliver them to another department, and make photocopies.
2:00 PM: Book flights and accommodations for an upcoming trip.
4:00 PM: Submit expense reports.
5:30 PM: Leave the office. It’s been a busy day, but nothing will impact the company’s long-term goals.
A Day in the Life of a Proactive, Strategic EA
8:00 AM: Review the executive’s inbox, applying a framework to prioritise messages. Draft responses aligned with the executive’s voice and strategy.
9:00 AM: Meet with the executive to review the day’s schedule, flag key meetings, and suggest strategies to address competing priorities. Share a concise briefing document on today’s critical projects.
10:00 AM: Leadership meeting with stakeholders. Track decisions, action items, and deadlines, then follow up to ensure clarity on next steps.
12:00 PM: Analyse travel plans with a strategic lens. Recommend combining the trip with other meetings to maximise efficiency and suggest vendors that align with company goals.
2:00 PM: Collaborate with the finance team to review budgets. Identify cost-saving opportunities and propose reallocations to align with long-term objectives.
4:00 PM: Team meeting about an upcoming office move you volunteered to project manage, positioning yourself as a trusted resource who brokers solutions and streamlines communication.
5:00 PM: Reflect on the day’s impact. You’ve not only supported your executive but also contributed directly to the company’s goals.
The fundamental difference is that the transactional assistant completes tasks. The strategic EA drives results. One follows instructions; the other anticipates needs. One focuses on ‘doing,’ while the other prioritises outcomes.
This shift doesn’t happen by chance. It requires assistants to develop their skills and advocate for higher-level opportunities. It also demands that executives stop viewing assistants as ‘support staff’ and start empowering them as strategic partners.
The transactional assistant role is outdated, but it won’t disappear unless we actively challenge it.
For the profession to evolve, we must unlearn outdated beliefs:
• That you belong in the background.
• That your value is tied to completing tasks.
• That evolving your role is not what your company/executive needs.
To redefine the assistant role, we must let go of what’s comfortable and embrace what’s possible.
