At this yearโs ExecSec Summit, PA Life Editor Colette Doyle led an informative debate on the future of the PA profession and the factors that could influence how the role is developing. Here, we provide an overview of the panel discussion.
PA Life Editor Colette Doyle opened the session by asking the panellists if they thought it was still necessary for PAs to be office-based, given advancements in technology and the ever-changing business world. Trainer and author of several books for the PA community Sue France pointed out that while smartphones and other devices make it easier for assistants to work off-site, it also allows them to travel with their bosses, and opens up opportunities for VAs, plus it reduces the stress on small offices where there might not be enough desks for every employee.
Adam Fidler, EA to the Chief Executive of Salford City College and former European PR Officer for networking association EUMA, said the assistants in his office are now required to work more flexibly, with some of them working from home on certain days. โI was concerned it wouldnโt work,โ Adam commented. โBut it actually makes the PAs work smarter and we end up getting more done because there are no distractions. I can do two or three daysโ worth of tasks in one day, so Iโm able to devote myself to more important things when Iโm with my boss.โ Founder and owner of Castalia Coaching Susie Barron-Stubley added to Adamโs input, saying: โMany of the VAs I work with are doing their job outside of normal office hours. The lack of interruptions is invaluable.โ
Meanwhile, President of the Association of Celebrity Assistants Deborah Shaw agreed that technology has enabled parents to work from home, but warned that there is still a need for PAs to be in the office at least some of the time. โThere will always be paperwork to file. If you do work remotely, you must still be able to communicate effectively.โ
Next, the panel was asked what improvements in technology theyโd like to see that would help make the life of the modern PA that bit easier. Sue made a good point by saying: โItโs not about what we can improve, but how we interact with it. I think thereโs a lot of learning to be done with email.โ
Susie admitted that she has a โlove/hateโ relationship with social media and warned that while staying connected is โhugely valuableโ, assistants can sometimes be too generous with the information they disseminate. Deborah followed on from that, commenting that she didnโt want to know about her fellow PAsโ personal lives. โEmail should be used to connect, say thanks and share important updates. However, the phone is still incredibly vital. We canโt lose those skills, such as tone of voice.โ
When the panel were questioned about the value of networking for PAs, Adam noted that associations such as EUMA offer the opportunity to meet people and share ideas. โWe can learn so much from each other. Sometimes we have issues, so when you talk to other assistants, youโll find we all have the same problems. We can support each other and offer advice.โ
Commenting on celebrity assistants in particular, Deborah remarked: โWith 80 per cent of us working out of our bossโs house, itโs great to meet others and share ideas. Itโs important to make business connections. If youโve got a question, there are 100 people giving you suggestions. Itโs nice to know youโre not alone.โ
So what are some of the most common complaints regarding communication between execs and management assistants? Sue said that modern PAs are expected to be available 24 hours a day. โIt can be stressful, but if you enjoy your job, do it for as long as you can.โ On the other hand, as she pointed out, there are other bosses who ignore their assistants altogether.
Adam took this opportunity to emphasise that PAs need to be able to set boundaries from the start of their working relationship. โIf you answer the phone at 4am, it will be expected in the future. Always check your contract if youโre not sure what your duties are. Assistants arenโt paid to be available 24/7, so you should have a conversation with your boss before it gets out of hand,โ he cautioned.
โIn the world of celebrity PAs, most of us are older and have the experience to be able to set boundaries,โ commented Deborah. โI turned down a job because I knew the expectations would be too much for me. There are people who can deal with that, but some of them have breakdowns. Itโs a tricky situation.โ
With budgets diminishing and workloads being consolidated, PAs are sometimes expected to look after more than one executive. Can an assistant effectively support two or three people? Adam said that when his office started downsizing, ground rules were set to determine the number of bosses each PA supports. โYou have to add value to the role,โ he added. โCompanies will now have fewer assistants, so theyโll need to work smarter. Some of them may be required to take on extra tasks.โ
Sue agreed, saying: โItโs about figuring out where youโre spending your time. You have to ask yourself which core business outputs you need to focus on.โ
With this extra workload, does the concept of a glass ceiling exist for PAs? Deborah believes that assistants can move up and out of the role. โBecause of our skill set, many of us eventually go on to start our own companies helping other PAs, whether itโs a VA service, corporate gifting, or event planning. However, some of us are happy where we are and weโre okay with not moving up.โ
Sue added to Deborahโs statement by commenting that she thinks there is a glass ceiling for PAs because โthere are only so many bosses and only so far you can go in one companyโ. She gave an example of a friend of hers who started a VA business in Dubai with the skills she learned as an assistant, but admitted that others are happy to continue in the profession.
To close the debate, Colette asked the panellists what each of them thought was the biggest obstacle they faced on a daily basis. Adam said all assistants face the challenge of a vastly increased amount of input and greater expectations. โThe PA of the future will have to be able to cope with a lot more work than today.โ According to Sue, the word stress was not in her vocabulary when she first started in support roles. โYou have to put things into perspective. We place too much emphasis on the things that you can easily sort out.โ
Deborah pointed out that as more is expected of PAs, they have to be able to merge their skill set with management. โWhen I realised I couldnโt get everything done, I found people who could help me. You need to make your boss understand why spreading the work out is better for them.โ
Susie ended the discussion with some good advice for assistants, saying: โExecutives donโt always realise how hard the job is and sometimes canโt work effectively with their PA because of that. Itโs our responsibility to let them know exactly what we can do for them.โ
Meet the panel
Susie Barron-Stubley, founder and owner of Castalia Coaching
โMany PAs get their satisfaction from helping others, but you have to be able to help yourself as well.โ
Adam Fidler, EA to the Chief Executive of Salford City College and former PR Officer for networking association EUMA
โPAs are going to start taking on more managerial responsibilities. We all need to prepare.โ
Sue France, trainer, communication skills expert and author of several books for the PA community
โWeโve got to get back to face-to-face meetings and communicating properly with each other.โ
Deborah Shaw, President of the Association of Celebrity Assistants
โYou can set your boundaries when youโre sure of your abilities and who you are as a person.โ
