We asked Assistants further on in their career what advice they would give their younger selves; Elizabeth Sutkowska 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?
Interestingly, my role felt strategic from the very beginning. I came into the Executive Assistant profession after gaining experience in several other fields, so I didn’t enter it with the mindset of “just supporting tasks.” When I joined my first CEO’s office, the CEO treated me as a partner almost immediately.
Looking back, I believe the difference was perspective. I approached the role not as a list of responsibilities, but as a position inside the leadership ecosystem. That naturally led me to think about priorities, decision-making, and the bigger picture. If I were advising my younger self – or someone starting earlier in their career – I would say this: start learning how business works as soon as possible. Understand strategy, finance, and how leaders make decisions. The sooner you understand the context behind the tasks, the sooner your role becomes strategic.
What myth about being a “good EA” did you have to unlearn, and how would you explain the reality to your younger self?
A common myth is that a “good EA” is quiet, endlessly accommodating, and simply does what they are told. The reality is very different. The best Executive Assistants observe, think critically, and speak up when something does not make sense. They are not there only to execute tasks, but to support better decisions. If I could speak to my younger self, I would say: give yourself permission to grow into your voice. At the beginning of your career you naturally observe, learn, and build confidence. That is part of the process. But over time, your experience becomes valuable insight.
Another lesson I would share is this: take ownership of your professional impact. Track your projects, your contributions, and the problems you solve. No one will remember everything you do for the organization as clearly as you will. Your career is your responsibility. Treat it like a profession from day one.
What common “nice to have” did you discover is non-negotiable?
For me, the most important non-negotiable is the human side of the partnership: the relationship between the Executive Assistant and the leader. People often talk about access to information, clear priorities, calendar authority, or regular one-to-ones – and all of those matter. But none of them work well if there is no basic chemistry and mutual respect between the two people in the partnership. An Executive Assistant often operates very close to the leader’s world. You think about their priorities constantly, sometimes even outside traditional working hours, especially when travel or major projects are involved. If the relationship is strained, even simple tasks can start to feel exhausting. When there is trust, good communication, and simply a positive human connection, everything else becomes easier to build: transparency, access to context, and strategic collaboration. For me, that partnership dynamic is the real foundation. Everything else grows from there.
What boundary would you set in week one today, and what exact words would you use?
Executive Assistant roles are naturally fluid, and in great partnerships many boundaries establish themselves organically. However, clarity at the beginning of the collaboration is extremely valuable. In week one, I would focus on aligning expectations and responsibilities. I would want to clearly understand what success in the role looks like and how the leader defines my scope.
A simple way to start that conversation might be: “To make sure I support you in the best possible way, could we walk through my key responsibilities together and clarify your expectations for each area?” Over time, roles often evolve. That is natural and sometimes very positive. But when new responsibilities appear consistently, it is important to address them openly and professionally. In that situation, I might say: “I’ve noticed that several new tasks have become part of my role recently. Should we revisit my scope together to make sure my priorities and responsibilities are aligned?” Setting boundaries in this way is not about limiting support – it is about creating clarity, fairness, and a sustainable partnership.
What evidence of impact should your younger self start collecting in month one?
From day one, I would start tracking my work much more intentionally. Early in my career, I didn’t fully realize how much value Executive Assistants actually generate. Like many Assistants, I would describe my work very modestly: “I managed the calendar,” “I organized meetings,” or “I handled logistics.” But behind those tasks is real business impact. Today I see it differently. Coordinating key stakeholder meetings can directly influence decision-making and project delivery. Managing priorities can save leaders hours every week. Supporting execution can help organizations move faster. If I could advise my younger self, I would say: start collecting evidence of your impact immediately. Track the projects you support, the time you save, the processes you improve, and the outcomes your work enables. The data allows you to see and communicate the real contribution of the role.
What financial or commercial concept would you learn first to level up sooner?
I would learn the concept of return on investment much earlier. Organizations hire Executive Assistants for a very specific reason: to free up the time of leaders so they can focus on higher-value decisions, strategy, and growth. When you look at the role through that lens, the work of an Executive Assistant is not simply operational support; it is time leverage. Every task you take off a leader’s plate creates capacity for them to focus on the areas where their time has the greatest impact on the business. Understanding this early changes how you see your role. Instead of thinking only about tasks, you start thinking about value creation: How much time am I freeing up? What decisions does that time enable? What business outcomes does it support?
This realization is also what later inspired me to develop the Executive Assistant ROI Calculator, a tool designed to help Assistants and organizations visualize the economic impact of executive support.
What is one workflow you would automate from the start and with which tool?
The first workflow I would automate is meeting notetaking. Executive Assistants often sit in many meetings, sometimes highly technical or outside their direct area of expertise, and capturing accurate notes while staying fully present can be challenging. AI-powered transcription and note-taking tools make this much easier. Tools such as Otter.ai, Fireflies.ai, or similar meeting assistants can record conversations, generate summaries, and capture key decisions or action points automatically. This allows the Executive Assistant to stay focused on the discussion, context, and follow-ups rather than trying to capture every sentence manually.
More broadly, I believe Assistants should automate as many repetitive tasks as possible. Technology should handle mechanical work so that we can focus on judgment, coordination, and strategic support – areas where human insight still makes the real difference.
What is a red flag you would act on sooner?
Toxic culture and disrespectful behavior. Executive Assistants often have a unique vantage point in organizations. We see how people communicate, how leaders treat their teams, and how decisions are made behind the scenes. If I notice patterns of disrespect, intimidation, or mistreatment of colleagues, I would address it sooner. These behaviors rarely disappear on their own, and over time they can damage trust, morale, and the overall health of the organization. Where possible, I believe it is important to raise concerns or signal that something is not right. Sometimes even a small conversation can create awareness. And if the culture cannot change, that is also valuable information. No role or opportunity is worth staying in an environment that consistently undermines people.
If you could only give one piece of advice to your year-one self, what is it?
Own your value from day one. Track your impact, think like a strategic partner, and remember your support creates business value.
