In our latest column by Emily Partridge, director of eavolve, discusses why EAs and PAs are increasingly experiencing a crisis in confidence…
“Iโm Emily, director of eavolve. Before that I spent many years as an EA myself, and progressed to manage a global EA team of 60 professionals. These days I work closely with Executive and Personal Assistants, often those who are at the very top of their game. Theyโre strategic, unflappable, and the people others lean on when everything goes wrong. However, Iโm noticing a pattern that troubles me deeply: a quiet crisis of confidence. Not nerves before a presentation or a one-off wobble but an ongoing self-doubt that stops brilliant (capable) professionals from negotiating pay, applying for stretch roles, or showing up with the authority that they already hold.
Confidence crisis for EAs and PAs is a growing problem
Itโs creeping in more and more among the most experienced EAs and PAs I meet, and I am keen to address it.
It’s a gender issue fuelled by the gender pay gap:
This matters because of who makes up the profession. In the UK, administrative and support roles are overwhelmingly female (around 90% according to long-running industry research), and that means the challenges facing EAs and PAs disproportionately impact women. At the same time, we know the gender pay gap still exists, particularly for women over 40 and those in senior roles. For many EAs and PAs, thatโs the exact stage of career theyโre in, which means they are more likely to feel the effects of undervaluation. When youโve spent years building a career that is both critical to business success and constantly under-recognised, itโs no surprise that confidence begins to suffer. I see it, day in and day out.
Automation of EA and PA tasks fuel insecurity:
Technology (love it or loathe it) is also playing a role in this confidence crisis. The Office for National Statistics has repeatedly shown that administrative roles are among those most exposed to automation. More recently, reports on the rise of generative AI have flagged that some areas of our profession, are some of the most vulnerable to change. Now, while there is huge opportunity here (and I feel strongly AI will not and cannot replace the profession), that constant undertone of โwill my role be replaced?โ chips away at self-assurance, even in people who are not only safe but adding more value than ever. I see many EAs stepping up to pilot AI tools, streamline processes and act as internal change agents but because this work is often bolted on to the day job rather than recognised as strategic, it can feel like a drain rather than a platform for confidence.
Preventing and foreseeing problems is a core skill of EAs and PAs, but not valued enough:
Then thereโs another consideration, where more human factor is at play. The reality of being an EA or PA is that much of your value lies in what doesnโt happen. You stop issues before they escalate, smooth tensions before they surface, and make sure the wheels never come off. The challenge is that invisible impact often goes unnoticed, while any slip-up becomes visible. Over time, that imbalance quietly erodes self-belief, and layer onto that the very real pressure of long hours, the always-on culture, and the lack of clear progression pathways. Even the most seasoned professionals begin to wonder if they are falling behind. (I have lived it myself).
I hear time and again from senior EAs/PAs that their role has grown in scope and complexity. They are part project manager, part chief of staff, part gatekeeper and yet their title and pay havenโt shifted in line with their contribution. That misalignment doesnโt just create frustration; it feeds a sense of โmaybe Iโm not really operating at that level after all.โ When coupled with the fact that many women already report higher levels of imposter feelings at work, the profession is facing something close to a crisis of confidence.
Why does EA and PA confidence matter to business success?
Why does this matter, and why am I rambling on about it? Well, I firmly believe that confidence is not a โnice to have.โ It shapes the decisions people make about applying for new roles, negotiating salaries, or pushing back on unsustainable demands.ย When experienced EAs and PAs withdraw, speak up less, or play small, organisations lose enormous capacity at the very moment they need it most. The issue is not about a few individuals lacking resilience; it is a systemic problem and left unchecked it risks undermining a profession that underpins business success across every sector.
Confidence can be learned with practice
The good news is that itโs not irreversible, trust me on this one! Confidence can be rebuilt, but it takes evidence, language, and practice (a lot of practice). It means turning invisible impact into visible outcomes, reframing AI adoption as a career advantage, and claiming the credit for strategic influence that has always been there. It also means organisations must do their part by making progression routes clearer, recognising strategic work, and ensuring pay reflects value, not just titles.
For the individual EA or PA, though, it often starts with finding the space to step back, take stock, and reset. Thatโs why so much of my work now focuses on confidence and career coaching for EAs and PAs. Itโs not about teaching them to be something theyโre not, they already are exceptional. It is about aligning what they deliver with how they see themselves, and ensuring the organisation sees it too. Confidence isnโt about bravado or ego; I can not say it enough. Itโs about clarity, recognition, and action repeated until it becomes second nature.
The EA/PA profession is full of brilliant people holding businesses together behind the scenes. They deserve to feel as capable as they truly are, and to build the careers that reflect it.
PA Life has more excellent insights and advice for Executive and Personal Assistant by Emily.
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