Bonnie Low‑Kramen brings clarity to burnout, AI, and the infinite workday, and asks administrative professionals to stay grounded amid the chaos
Have you heard that we’re headed toward a four-day or even three-day workweek? Or that work itself may become optional in the future? Really? These clickbait headlines collide with the reality that employees are burning out at record rates. The contradictions are dizzying, and they raise legitimate questions:
What should workers actually believe? Are robots and algorithms really coming for our jobs? What will people do with all this supposed “extra time” created by AI? What’s actually true?
Administrative professionals, in particular, are right to be skeptical. Their response is often the most grounded of all:
This might be true for some, but it will never be true for Executive Assistants.
Here is my perspective on the head-spinning state of work in 2026.
1. We’re Not Stopping Work Anytime Soon
Welcome to the “infinite workday.” Especially in the United States, workaholism is practically a national sport. Remote and hybrid work have blurred boundaries even further. With global teams spread across time zones, many professionals are effectively working from 6 a.m. to 8 p.m. in their local time. That’s a 14-hour day, on a regular basis.
Microsoft has dubbed this phenomenon the infinite workday, and it’s not going away on its own.
2. AI Is Not a Bubble
AI is here to stay, and you are still indispensable. Leaders know something essential: AI cannot be trusted in the way you can be trusted. Your managers still need your human judgment, intuition, discretion, and ability to see around corners. They need someone who knows their preferences, their priorities, and their blind spots.
The smartest administrative professionals are embracing AI, not resisting it. Use it daily. Partner with IT. Insist on relevant, specific training. The era of figuring it out on your own is over. Being self-taught is not a strategy for staying ahead.
A resource I strongly recommend is The AI-Driven Leader by Geoff Woods. Read it and give it to your leaders. It’s worth it because it offers case studies as relatable examples and the actual prompt templates used to make things happen.
3. Cultures of Respect vs. Toxic Cultures
Headlines everywhere proclaim the rising importance of soft skills, emotional intelligence, and communication. As one Head of Talent put it, “There’s nothing soft about soft skills.”
Employees want respect, compassion, kindness, and dignity. The data is overwhelming. And yet, toxic workplaces persist – bullying, discrimination, harassment, and a stunning lack of accountability.
At a virtual event I led for HR managers, I asked an anonymous poll question: How serious are toxic work environments in your company? The responses came in instantly: “Extremely serious.”
A CEO deeply committed to a culture of respect recently told me, “Building a positive culture is a mind-numbingly simple idea and yet so difficult for companies to make happen.”
We know the costs: high turnover, low morale, poor productivity, and the very real human toll of trauma. So why do toxic cultures continue?
Because this is, at its core, a leadership problem. The hard truth is that leaders don’t receive formal training on how to handle these tough situations. Great leaders are not born. They are trained.
What Great Leadership Looks Like
At a speaking event in Washington, DC, an Executive Assistant shared her experience at a previous organization that tolerated bullying. As she contrasted that environment with her current company, she became visibly emotional. She described how her manager made her feel respected, seen, and heard. That manager was in the room.
When she finished, something remarkable happened. Others stood up spontaneously to share their own experiences.
He cares about us.
He tells us the truth.
I feel appreciated.
He always makes time to listen.
He asks for my opinion.
He pronounces my name right.
He called me when I was sick.
He cares about me as a person.
He gave me the constructive feedback I needed.
He’s fun and kind.
He has our backs.
He asks about my family and my dog.
This is what a culture of respect looks like. It’s not complicated. It’s human.
Lead from the Middle
So, what’s the move for administrative professionals in this era of contradictions? The truth is that mixed messages have always existed. What’s different now is the speed and intensity.
Your power lies in leading from the middle of the organization. From your virtual or in-person seat, you bear influence. You hear things leaders don’t. You see things they miss. People confide in you. That gives you a unique vantage point and a responsibility to stay rooted in what’s real.
Here’s my advice for navigating 2026 and beyond:
Make friends with AI
Share what you learn. Compare notes.
Use your voice
Say the things that help the quietest person in the room feel less alone.
Keep your job description current
Be ready to articulate your responsibilities at any moment.
Advocate for fair compensation and an accurate title
Your role has evolved, and your title should too.
Insist on relevant, specific training
When you grow, the company grows.
Don’t tolerate nonsense
Not from anyone, at any level.
The Bottom Line
Staying sane, clear, and grounded in today’s demanding workplace is no small feat. But administrative professionals have always been the ones who bring order to chaos. You’ve done it before, and you’ll do it again.
The future of work may be full of contradictions, but one thing remains certain: Your leadership, your judgment, and your humanity will always matter.
Buckle up. The world needs you.
