The Good Fight - Challenging Perceptions of Executive Support Professionals
For decades, executive and personal assistants have been fighting the good fight. They are slowly but surely taking steps to dislodge the profession from sticky stereotypes that have long overshadowed its true worth and value.
Armed with a toolkit of skills, intellectual property and exposure to various leadership styles across disciplines, executive support teams amass a depth of experience which often means they have leadership qualities many senior executives often lack.
Therefore, an assistant to any executive is the foremost aide they could have on all matters related to their business. And "all matters" means all matters because they work it out even with ambiguous, non-descript or sketchy information. To the executive support professional, failure is not an option.
The executive support role is not for the fainthearted, the self-interested, or someone who needs regular validation or 'check-ins' to get the job done. Quite the opposite attributes characterise executive and personal assistants, and they bring several additional crucial skills to the table.
Still, their contribution often goes unseen. But that's the nature of the role - to work under the radar.
Many prefer it this way. Others get frustrated by it, wishing not so much for notoriety but balanced acknowledgement. Most would like to have a little bit of both - let them get on with the job but give them due credit.
Giving due credit, authentically, raises awareness of their capabilities. It shows respect, gives them face, and creates a ripple effect that will ultimately impact how others see the profession and reward those in it.
More importantly for organisations and their leadership, it will directly impact productivity and growth because they'll have positioned one of the most agile resources available for success.
It is heartbreaking to read in closed social groups the toxic and abusive behaviour to which too many executive support are subjected. Even in this day and age of cultural awareness and diversity and inclusion, many in positions of power feel executive or personal assistants need not be included in such protections, courtesies or respectful treatment. Worse, they don't even consider it.
The role of an executive or personal assistant has evolved tremendously over the years. However, the perception of these roles continues to remain stuck in old stereotypes. These stereotypes have no place in the professional sphere today.
A better understanding of the professional capabilities of people in business support roles is needed to challenge these stereotypes. Organisations need to take the time and allocate the resources to understand the skillset. They will find competencies that are inherently agile and adaptable. Executive and personal assistants are already contributing substantially to organisations with involvement in strategic activities. Failing to recognise their contributions means missing out on huge potential. Not utilising their skills can be a tremendous opportunity lost to the business.
So what's missing that will help reshape perceptions?
More champions. More advocates. Especially those outside the administrative profession.
With skillset being king in the agile workplace, what's needed are more forward-thinking leaders in positions of power to champion their uniquely skilled executive support teams. Help them challenge old perceptions and fight the good fight shoulder to shoulder with them.