Kristine Valenzuela explains how to identify scope creep in an Assistant role as an opportunity for growth, or an example of invisible labor
As a career Executive Assistant, it should surprise no one that I enjoy the opportunity to rise to the occasion. We tend to gravitate to the things we can do quickly and efficiently and are always keeping an eye open for things that need our attention.
That was the case years ago when I came across an HR staffing report that didn’t seem quite right. When I saw a big swing in numbers for one team I knew well, I dug into it. The report came from our director of HR, and while many would never doubt the quality of her data, I couldn’t let go of that one number that didn’t seem right. My executive always appreciated my proactivity, so I always felt inclined to live up to that expectation. Long story short, I found the source of the issue – and added a lot of work to my plate in the form of vetting data on reports.
Taking on that additional task led to what’s known in the project management world as ‘scope creep’. Did I really raise the bar for myself, or did I inadvertently add work that should not have been mine? Scope creep is the expansion of responsibilities beyond the stated boundaries. It’s incredibly easy for this to happen to Executive and Administrative Assistants because so much of our job is about going the extra mile. Not only do our executives expect that of us, but we expect it of ourselves.
Tell me if any of these sound familiar to you:
- Unofficial coordination work that becomes permanent
- Becoming the default ‘glue’ for organizational gaps
- Creating executive communications because there’s no one else to do it
- Absorbing leadership inefficiencies quietly
These tasks never officially get assigned, and sadly, they usually don’t get added to our job descriptions. It simply accumulates over time. And because it’s all done informally, it’s almost impossible to define or capture it as a true accomplishment.
Why Does This Matter?
Scope creep is considered invisible labor because it’s work that doesn’t show up anywhere. When your workload increases, there’s a change in overall volume, and your job description may be updated as a result. Invisible labor is different because it’s responsibility that isn’t tied to a title or recognition, nor does it have a ceiling, and that’s what makes it damaging.
In my last article, I mentioned the concept of situational intelligence, which is the art of understanding your own patterns well enough to design how you show up, especially when pressure is high. Some of us have strong situational intelligence. We can quickly read any room, absorb dysfunction, and keep things moving as if nothing is wrong, and we do this day after day because we’re good at it. We know what needs to be done and we know how to make magic happen behind the scenes. But our ‘intelligence’ isn’t as keen when it comes to ourselves. The speed of business makes it hard to see our own jobs from an unbiased perspective.
Invisible labor slowly shape-shifts our effectiveness over time. We are still the amazing Assistants we’ve always been, but now our bandwidth is shorter – and we may not know exactly why.
The story I opened with about noticing a wrong number on a HR report was a perfect example of scope creep. I did such a great job of combing through details, that practice became part of my handoff to my executive. If I was handing a report to him – any report from any department –it was done with the assumption I’d vetted the information first. Sadly, I never added ‘data auditing’ to my resume, but I certainly should have.
Performed Helplessness
There’s one thing that is a major contributor to invisible labor, and that is a person who demonstrates performed helplessness. This often comes from those who have the gift of charm, and they weaponize it to get out of something they can’t or don’t want to do, but it can be disguised in other ways as well. Executives seem to be exceptional at this, especially when it comes to tasks they would rather avoid.
Despite the appeal, this is easy to shut down professionally as long as you recognize it and react appropriately from the start.
- Redirect with a question instead of an answer: “That’s outside what I can own (or do) right now. Who else on the team could take point on this?” This forces the delegator to either own the task or name a real owner.
- Document the task before accepting it: “Let me note this so I can track my capacity.” This should be said out loud to signal the task is visible and accounted for, which often changes whether it gets handed off again.
- Accept but offer help (used only if you have bandwidth and/or need to establish social capital with someone): “I can help this time, but let me know when you’re available so I can show you how to do this going forward.”
None of these require confrontation. They will land well with most personality types, and they put you firmly in the driver’s seat. However, they require people-pleasers to recognize the pattern first, which is why identifying it matters. Should all forms of additional help be declined? It depends.
To gain clarity, this is what you need to ask yourself: Does this task expand what I’m recognized for?
Some environments reward wide-ranging contributions. Others cap growth by keeping Assistants in the gets-it-done category. Your job is to read which environment you’re in and act accordingly. The goal is to put your oxygen mask on first. Prioritize assessing your own situation to make sure you’re getting recognized for everything you’re doing.
If you need a reference to use as a guide, I highly recommend the Global Skills Matrix. If your skills fall at Level 3 or 4, you’re a high-functioning Assistant. If what you’re asked to do falls at Level 1 or 2, it’s not a growth opportunity. It’s that simple. Alternatively, you can talk to your favorite AI chatbot about what you’re being asked to do and have it provide an outside perspective. AI is excellent at identifying and naming the work you’re doing.
When I was asked to dig into the HR report data, I only saw it as scope creep. It was draining because I didn’t have the bandwidth to do it as often as was needed. But in retrospect, it was a growth opportunity. I had never audited data at that level, and it’s a valuable skill that has served me well.
Growth Opportunities
If you’re given a growth opportunity, I urge you to set aside time and document that activity. This is all about creating words around your impact.
- Document operational impact as output, not activity. Don’t say “coordinated cross-functional meetings.” Instead, say “resolved scheduling conflict between three stakeholders, preventing a two-week delay in a product launch.”
- Name your contribution in organizational terms. Operationally, you are contributing to strategy, operations, stakeholder management; this is far different than ‘assistance’.
- Create a simple running log of tasks absorbed informally. When it’s time for performance reviews, this becomes evidence of scope creep.
Being asked to help with a lot of tasks is not evidence you’re a pushover. It’s evidence that people trust you. The real question is whether you trust yourself enough to put boundaries around that and identify its value or lack thereof. The Assistants who absorb the most are frequently the ones closest to being recognized as true operational experts – but only if they can name what they’re doing. Being indispensable and being valued aren’t the same thing. One benefits you; the other doesn’t. My advice to you: figure out which one you are and start measuring real value in terms of how much you’re growing.
