We asked Assistants further on in their career what advice they would give their younger selves; Julia Schmidt, Chair of International Management Assistants (IMA), shares some valuable insights with us
When did your role first feel strategic rather than reactive? What would you do to reach that moment earlier?
My role became strategic the moment I stopped defining my value by responsiveness and started defining it by outcomes. That shift happened when I consciously started anticipating decisions, not just supporting them. My ability to connect dots across priorities, stakeholders, and timing was equally important in the role I intentionally stepped into. I didn’t wait for others to give me permission. I realized that being reactive was making me lose numerous opportunities to perform at a higher level, to develop myself, and to contribute to better results.
To reach that moment earlier, I would have invested sooner in understanding the business model and the executive’s agenda at a systemic level, not task by task. Strategy starts with context. I would’ve invested in business administration education earlier in my career.
What myth about being a “good EA” did you have to unlearn, and how would you explain the reality to your younger self?
The myth was that being a “good EA” means being endlessly available and agreeable.
The reality is that impact comes from good judgment and strategic, analytical, and critical thinking, not compliance. To my younger self, I would say: your value is not in saying yes quickly, but in knowing when and how to challenge the status quo, prioritize with outcomes (not tasks) as the guiding principle, and simplify complexity at all costs.
In recent years, I have become an expert at saying “no,” because it gives me the freedom and space to say “yes” to the right things.
What common “nice to have” did you discover is non-negotiable?
Trust.
My work experience has shown me that trust is the most important element in a true strategic partnership between an executive and their Assistant. Trust is often described as a soft skill, but without trust, there is no access, no influence, and no strategic contribution. Trust is built through consistency, discretion, and the courage to speak up when it matters. Trust enables strong relationships, collaboration, and self-confidence. My best years as an Executive Assistant were when I worked with executives who trusted my ability to add value to the organization.
What boundary would you set in week one today, and what exact words would you use?
I would set a boundary around priorities and decision clarity.
The words would be:
“To support you at the highest level, I need clarity on what matters most this week. If everything is urgent, I won’t be as effective or agile. Let’s agree on priorities together.”
What evidence of impact should your younger self start collecting in month one?
I would start collecting evidence that shows movement, not activity: decisions accelerated, risks avoided, impactful deliveries, time protected, and stakeholders aligned.
Impact is measurable when you document how your work changes outcomes, not how busy you are. That’s how Executive Assistants remain an asset and continually contribute to the success of the organization. So, start your Strategic Impact Log as soon as possible, share it with your executive and team, and use it to reinforce the value you create.
What financial or commercial concept would you learn first to level up sooner?
Value creation.
Understanding how the organization makes money, allocates capital, and measures return would have accelerated my credibility dramatically. Financial literacy is not about becoming an accountant; it is about speaking the language of decision-makers.
What is one workflow you would automate from the start and with which tool?
Meeting intelligence: preparation, documentation, and follow-up.
I would automate agendas, summaries, and action tracking using AI-powered tools to free cognitive space for analysis and relationship management. Automation is here to serve us, enhance productivity, and empower our role. I use ChatGPT, Copilot, PipeScribe, and Zoom’s AI Smart Assistant, among other generative AI tools.
What is a red flag you would act on sooner?
A lack of time to think and plan ahead together.
When building the Assistant–executive strategic partnership, it is indispensable to allocate time for daily and weekly updates, strategic conversations, and discussions about goals and the best ways to achieve them. I am, by nature, a strategist. For me, career success goes hand in hand with strategic planning. The strength of this partnership depends on how intentionally we plan its future and development.
To think and plan ahead effectively, you must maintain a regular cadence of connection with your executive, discussing what is working well and keeping an eye on potential obstacles or barriers. We must train our executives to see us as strategic partners from day one.
