We asked Assistants further on in their career what advice they would give their younger selves; Evelyne Moser 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?
When I took the initiative in 2018 to have all local administrative and reception professionals report directly to me. Prior to that, work allocation was handled randomly without any strategic planning across the administrative professionalsâ resources. Taking leadership responsibility and reorganizing the work allocation based on strategic measures changed the perception of the role and led to an improvement in support and collaboration across levels and functions. Looking back, I would have voiced my opinion a lot earlier, highlighting the potential for improvement to my executive, instead of accepting the status quo for too long.
What myth about being a âgood EAâ did you have to unlearn, and how would you explain the reality to your younger self?
In my early days as an EA, I accepted tasks from almost everyone. I believed that being a âgood EAâ meant handling all requests, usually at the expense of my own priorities and time management. Looking back, I would tell my younger self that a good EA is not someone who takes care of everything and everyone. A good EA understands priorities and executes them well. A good EA enables teams and employees to be selfâsufficient by guiding them toward the right support contacts, easyâtoâuse manuals, or the information they need. The reality is that the role of an Assistant requires just as much leadership and task prioritization as any other role. We simply need to remember that.
What common ânice to haveâ did you discover is non-negotiable?
For a long time, I believed that working independently with minimal exchange between me and my executive was a sign of leadership and great efficiency. Today, I understand that maintaining a structured and regular communication flow is key and non-negotiable. Without close connection and mutual understanding of business priorities and decision-making rationale, great partnership will remain a distant goal that is hard to reach.
What boundary would you set in week one today, and what exact words would you use?
The boundary Iâd set in week one is clarity and access. I would say: âTo support you at a truly strategic level, I need open communication, a weekly 1:1, and access to key meetings so I can operate with full context. This is essential for me to protect your time and help you focus on what matters most.â
What evidence of impact should your younger self start collecting in month one?
Considering that time is our most valuable resource, every hour saved by EAs for their executives and teams must be tracked and reported as impact from month one.
What financial or commercial concept would you learn first to level up sooner?
When choosing from the countless opportunities to grow my knowledge and skills, there is one commercial concept I would learn first to level up sooner: building my own brand. For me, itâs about positioning myself and my role strategically. Expanding your skillset is essential, of course, but it doesnât automatically mean that decisionâmakers will notice your progress. Thatâs why, before signing up for something like financialâliteracy training, I would focus on making sure Iâm visible and considered for opportunities that support my career development.
What is one workflow you would automate from the start and with which tool?
Purchase order management. In my view, there is huge potential to automate this process with the tools available. Many Assistants spend hours setting up orders for their teams, often because theyâre missing the required information and, even more importantly, the knowledge needed to determine whether a purchase is compliant and ready to process. Automating this process so that every employee (up to a certain seniority level) can create and manage their own purchase orders would not only free up a significant amount of time but also ensure that budget approvals follow the correct reporting lines.
What is a red flag you would act on sooner?
I would flag insecurity, shifts in morale, or feelings of misunderstanding within the workforce at an earlier stage. When leaders become aware of these disconnects in time, they can respond more effectively. This not only strengthens our position as EAs but also builds mutual trust in the unique role we hold.
If you could add a 15âminute weekly reset from day one, what would it include?
Ideally, I would take a short walk outdoors, rain or shine, as fresh air and movement help me reset. In extreme weather, I would switch to a guided meditation in a quiet space. Even brief mindfulness can go a long way in improving focus and clarity throughout the week ahead.
If you could only give one piece of advice to your year-one self, what is it?
Keep close to those who believe deeply in your abilities, because their support helps you grow into your boldest self.
