At the World Administrators Summit in Frankfurt in 2018 (Prior to the IMA Conference), Delegates supported the idea to form a robust, resilient and responsive organization model to replace the WA-Summit Advisory Council and to support the WA-Summit to be held every two years. This was the beginning of the creation of the World Administrators Alliance (WA-Alliance), and IMA Global has always been a strong supporter of this initiative, becoming a Business Partner of the WA-Alliance upon its creation.

Six years later, we are delighted that 10 National Groups of IMA are Association Members of the WA-Alliance. Many IMA members have attended past Summits as Delegates or contribute to task forces on various topics. Two IMA members currently serve on the WA-Alliance Council.

The non-profit WA-Alliance represents a global community of Administrative Professional associations, networks, and stakeholders dedicated to its aims to guide, develop, influence and elevate the administrative profession.

We do this in many ways, but one you are probably most familiar with is the WA-Summit, our working meeting where we bring together the leaders of associations and networks, through leaders and industry influencers. The strength and uniqueness of the WA-Summit has always been to include voices from around the world. We all know that our profession is very different in each country. The WA-Summit gives you the opportunity to come to the global table with your national input. You bring to the discussions the voices of the administrative professionals in your country, so that we can support you to address the unique challenges you are facing.

You will also have opportunities to think outside your own borders, to look at the profession with a helicopter view, giving something back to the profession by helping other Member Associations, by sharing your successes with countries where the profession may not have progressed as much as it could. ‘A rising tide lifts all boats’, so whatever the WA-Alliance can do to influence and elevate the profession will be of benefit to all, and your National Group can contribute to this important work.

IMA is represented in many countries, and to form a truly global community, we need to hear the administrative professional’s voices from as many countries as possible. Membership of the WA-Alliance offers a wealth of benefits for IMA National Groups, empowering you to strengthen your IMA community, increase your visibility, and advance your mission.

Here’s why joining the Alliance can be a transformative opportunity:

1.       A Unified Global Voice

By joining the WA-Alliance, your IMA National Group becomes part of a global movement to elevate the administrative profession. You will have the opportunity to:

• Contribute to and align with global initiatives that enhance the recognition and value of administrative roles.

• Speak with one powerful, collective voice to influence policymakers, industry leaders, and organizations.
  
  

2.       Access to Resources and Research

The WA-Alliance provides tools and resources, such as:

• The Global Skills Matrix, an award-winning career development framework based on research from over 3,000 administrative professionals in 61 countries. It has been downloaded by over 11.000 people in more than 100 countries. This tool helps members articulate career progression and skill development pathways. As a WA-Alliance member, you can become involved in the further development of this framework.
• Shared best practices, case studies, and insights to help you provide relevant and impactful resources to your members.
• Contribute to surveys and polls that will allow us to gather quantifiable data about our industry, so that we can speak with authority on the challenges we all face and find solutions together.

3.       Networking and Collaboration Opportunities

Membership of the WA-Alliance opens doors to:

• Global Networking: You connect with other associations and leaders worldwide to exchange ideas, collaborate on projects, and learn from diverse perspectives.
• Collaboration Opportunities: Partner with like-minded organizations to co-host events, develop training programs, and advocate for the profession collectively.

4.       Professional Development

The Alliance is committed to fostering the professional growth of its members by offering:

• Exclusive and free ‘members only’ webinars that address critical issues and trends in the profession as well as challenges in your own National Group.
• Opportunities for leadership development by engaging with Alliance projects and initiatives.
• Access to world-class trainers, discussions and resources that enhance your members’ skills and knowledge.
• Opportunities to take up a leading role on the WA-Alliance Council.

5.       Enhanced Credibility and Visibility

Membership in the WA-Alliance adds a layer of prestige to associations, signaling your commitment to excellence and global advocacy. This credibility can:

• Attract new members to your national group by showing alignment with a respected global organization.
• Increase visibility in the international administrative community, giving IMA in your country a platform to showcase your work and achievement.  

6.       Advocacy and Influence

Through the WA-Alliance, you gain the power to:

• Advocate for the profession on a global scale, ensuring that the voices of administrative professionals are heard at key decision-making tables.

• Influence the future of the profession by contributing to important discussions and initiatives that shape its direction.
• Have a say in how the WA-Alliance is run, by having a voice at our AGMs.

Becoming a member of the WA-Alliance offers your National Group a platform for the voice of the administrative profession in your country. You will strengthen your influence, provide greater value to your members and contribute to the advancement of our profession worldwide, helping us to create a unified, empowered future for administrative professionals everywhere.

Helen Monument

Chair

WA-Alliance

chair@wa-alliance.com

 Blog from Trafo Baden

Continue to unlock the Secrets to Events with  our A-Z Series on Event Planning.

In this edition, we focus on the critical role of  Knowledge Transfer within your event management team. Discover how sharing insights, avoiding information silos, and fostering collaboration can improve efficiency and ensure a seamless event experience. Learn practical strategies to create a culture of knowledge sharing that supports success before, during, and after your event.

GO TO THE BLOG POST

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Eva Finseth, IMA Norway  on 12 November 2024.

For me, this has become more than just a passing thought—it’s been a daily experience over the past year, as I’ve navigated the world of data centers. 

When I first started, I felt fairly confident that I had a solid grasp of the industry. After all, I’d already encountered data centers during my previous jobs, so I assumed I could build on that knowledge.  

But as the weeks turned into months and I dug deeper into the layers, it was as if I hit a wall of realization, a mirror showing me the sheer breadth of what I didn’t know.  

The Dunning-Kruger effect was right there, staring back at me. 

The Dunning-Kruger effect is when people with limited knowledge overestimate their competence, while those with more experience become acutely aware of what they don’t know.  

You know, the Dunning-Kruger effect is a bit like standing on the top of a hill, thinking you can see everything clearly, only for the mist to lift and reveal a vast landscape that’s nearly overwhelming.  

It’s as if I thought I knew every tree in the forest, only to discover valleys, rivers, and mountains that I hadn’t even noticed before.  

At the beginning, I felt I had sight of it all, but now I realize there are endless paths and hidden nooks that I’ve barely started to explore. It’s humbling, and oddly beautiful. 

What I find most interesting is how this effect isn’t just personal; it affects teams and organizations, too.  

There’s this almost invisible pitfall of believing we have everything under control, thinking we understand more than we do when we’re really only scratching the surface. 

I’ve fallen into that trap myself, feeling assured that I had things handled, only to find there was so much more to learn. And once you see this blind spot, you start to notice it in others too—not as criticism, but as a gentle reminder that we all need to be open to asking questions. 

This awareness has changed the way I approach my role. I’ve learned to embrace the discomfort of not having all the answers and to actively seek feedback from others.  

And you know what?  

There’s a kind of freedom in that openness. It’s like admitting to yourself that you don’t always have to be the captain, steering the ship—sometimes it’s enough to just be a willing passenger, taking in the view. This shift has made me a better professional, and it’s a journey that never really ends. 

If there’s one lesson I’m taking from this past year, it’s that real growth begins when we dare to acknowledge our own limitations. That’s where true learning starts. 

How about you? Do you ever find yourself willing to admit that, sometimes, you don’t have a clue? 

 

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 This article is penned by Eva Finseth, Personal Assistant at Stack Infrastructure and Chair of IMA Norway.  

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author. 

 

#IMAisyournetwork #IMAGuestwriter 

 

Blog from Trafo Baden

Continue to unlock the Secrets to Events with our A-Z Series on Event Planning.

In this edition, we look into the critical role of Job Roles within your event team. Discover how assigning the right responsibilities and managing your team effectively can lead to a well organized event. Learn about key positions like Event Manager, Logistics Coordinator, and more, and how to leverage each role to ensure smooth operations from start to finish.

SEE BLOG POST HERE

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Muriel Poncin, IMA Belgium  on 22nd October 2024.

As the Training & Education Officer for IMA Belgium, I’m excited to combine my background as both an assistant and a teacher, keeping my two passions alive and thriving. 

In my role as an Executive Assistant, I’ve had the chance to develop strong organizational skills and gain valuable experience in ensuring that everything runs smoothly. It’s a job where you’re constantly on your toes, anticipating needs, adapting to changes, and juggling multiple priorities. No two days are the same! But what fuels me just as much is my commitment to education. That’s why I regularly visit schools that train future assistants and office managers, sharing my real-world insights through interactive, hands-on presentations. 

One of the best parts of these school visits is the chance to connect with students and engage with their questions. What I’ve noticed, though, is that many of them often choose this career out of frustration or uncertainty, seeing it as a fallback option rather than a career they’re truly passionate about. They’re sometimes unsure about the potential these roles offer or unaware of how impactful these positions can be. 

Through my presentations and interactions, I aim to shift that mindset. I love showing students that these roles are far from routine; they’re dynamic, strategic, and absolutely crucial to an organization’s success.From managing high-stakes projects to being the backbone of decision-making processes, assistants and office managers have the opportunity to make a real difference. 

I’ve seen their faces light up when they realize the incredible variety in this career: one day, you’re coordinating a major event; the next, you’re solving unexpected problems and ensuring smooth operations. It’s so rewarding to witness that moment when their outlook changes, and what may have seemed like a “default” career choice suddenly becomes an exciting and fulfilling path with plenty of room for growth. 

For me, bridging the gap between the classroom and the workplace is one of the most fulfilling parts of my job. My goal is to inspire students, give them practical insights they can carry into their careers, and help them see the limitless possibilities that come with being an assistant or office manager. 

This isn’t just a job; it’s a career full of challenges, opportunities, and the potential to make a real impact. 

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This article is penned by Muriel Poncin, Executive Assistant at UCB and a member of IMA Belgium. 

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author. 

 

#IMAisyournetwork #IMAGuestWriters 

 

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Tanya Tesnovets, IMA member from Ukraine  on 15th October 2024.

In today's fast-paced work environment, effective task prioritization and time management are essential skills for assistants. Whether you are supporting executives, managing projects, or handling day-to-day operations, you must navigate a myriad of responsibilities while ensuring that critical tasks are completed efficiently. Mastering the art of task management can significantly enhance productivity and reduce stress. This involves prioritizing tasks, setting deadlines, and optimizing schedules to achieve maximum efficiency. Here’s a guide to refining these essential skills. 

Prioritizing 

It goes without saying that distinguishing between what is urgent and what is important is paramount. The following steps will help you to ensure you prioritize effectively. 

First, identify key tasks. Start by listing all the tasks at hand. This could involve administrative duties, attending meetings, managing communications and so on. 

Then determine urgency and importance. There are many ways to do it like using Eisenhower matrix, Pareto principle, MoSCoW method, but I like to use a ranking system: assigning ranks to tasks (e.g., A, B, C) based on deadlines and consequences of not completing them. Crucial tasks with significant impact fall into A tasks, tasks that aid ongoing projects and goals will be B tasks, and routine tasks that must be completed but don’t require immediate attention will be C tasks. 

Don’t forget to align your prioritization with the executive’s goals. I usually add it to the agenda for my regular 1:1s with the CEO to understand both long-term objectives and immediate requirements. Of course, prioritization isn’t a one-time task. Regularly update your priorities as conditions change to ensure you’re always focusing on the right things. 

Setting deadlines 

Setting realistic and clear deadlines is essential to keep tasks on track and avoid any last-minute rushes. Obviously, there are strategies for setting effective deadlines like breaking tasks into smaller parts and estimating the time each part will take. To help maintain a balance between urgency and importance arrange the tasks with immediate deadlines and those with later deadlines separately. 

Another thing I like doing is allocating extra time beyond the estimates to accommodate unforeseen delays. This prevents stress and keeps you on schedule even if adjustments are needed. When I work with the team, I’m always making sure that everyone is aware of the deadlines. This helps in accountability and ensures collective adherence to timelines. There are countless tools available to help you stay organized, from digital task managers like Todoist and Trello to traditional planners and notebooks. Find a system that resonates with you and stick to it. 

Optimizing schedules 

An optimized schedule maximizes productivity while minimizing stress and burnout. 

For better coordination and planning use digital tools to ensure that your schedule is updated and accessible across all your devices. Group similar tasks and allocate specific times for them, such as emails, phone calls or meetings to better focus and increase efficiency. Don’t forget to schedule breaks to refresh your mind. At the end of each day or week, review what you’ve accomplished and adjust your schedule and strategies accordingly to improve efficiency. 

Effective task management is an art and a science, requiring a blend of well-honed skills, discipline, and technology. By mastering prioritizing, setting realistic deadlines, and optimizing schedules, you can transform how you work, enhance productivity, and contribute more significantly to your organization. Remember, efficiency in managing tasks is not just about doing more in less time; it's about focusing on the right tasks at the right time. 

 

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This article is penned by Tanya Tesnovets, Sr. Executive Business Partner to CEO / Head of EA&PA department at Star and a member of IMA from Ukraine. 

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author. 

 

#IMAisyournetwork #IMAGuestWriters 

 

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Andrea Kömöcz, IMA Norway  on 8th October 2024.

As an Executive Assistant, I’ve had the chance to work closely with Senior Vice Presidents (SVPs) and other top executives. These opportunities have brought me into meetings where key decisions are made, strategies are discussed, and leadership happens. Yet, despite these opportunities, I often find myself facing a challenge—speaking up. 

In many of these meetings, I feel like I don’t belong. Even though I know my role is important, I often question whether my voice matters as much as those around me. I find myself thinking, “Do I really deserve to be here?” 

This feeling is something many Executive Assistants experience. We often work behind the scenes, making sure everything runs smoothly. But when it comes to sharing our ideas in rooms full of senior leaders, it can be hard to feel confident. We might think our contributions are less important because we’re not in the same "power position." 

Why do I feel this way? 

When I look back, I realize that a lot of my insecurity comes from a mix of cultural and personal experiences. Growing up, I was taught to be respectful and not challenge authority. While these values are good, they’ve made it harder for me to speak up when I feel out of place. 

Past experiences at work have also shaped this feeling. Early in my career, I thought executives “knew better,” and my role was just to support them quietly. Over time, this led me to underestimate the value I bring and to place others on a pedestal. 

The EA Paradox 

Here’s the irony: as Executive Assistants, we are in a unique position. We see the inner workings of leadership, and we understand how decisions are made and what makes the organization tick. We know the details that others might miss and often have insights that could really help. 

But despite this, we sometimes struggle to feel like we have the right to speak up. It’s like a paradox—we have valuable knowledge, but we feel too small to share it. 

This is something many EAs experience, and it’s often linked to imposter syndrome—the feeling that we’re not good enough, even when we clearly are. It’s easy to look at the executives we support and think they know so much more or that they deserve their spot at the table, while we don’t. 

Overcoming the fear of speaking up 

So how do we, as Executive Assistants, overcome this fear? Here are a few things I’ve been working on: 

· Recognize your value: First, we have to remind ourselves that our insights matter. We’re not just there to support—we’re there to contribute to the bigger picture. Our knowledge of the organization is key, and we have a voice that needs to be heard. 

· Build confidence step by step: Confidence doesn’t come all at once. Start small—by speaking up in team meetings or asking questions. Every time you do, you’ll get a little more comfortable with sharing your voice. 

· Change your mindset: Instead of thinking of yourself as “less than” others, remind yourself that everyone is working toward the same goals. Leaders value collaboration, and your ideas can help move things forward. 

· Support from fellow EAs: Talking to other Executive Assistants who feel the same way can help a lot. When we share our struggles and successes, it builds a sense of community and support that makes speaking up feel less daunting. 

Moving Forward 

I’m still working on this, and it’s a process. But with each chance I get to speak up, I remind myself that I belong in those rooms. I have something important to offer. Sometimes, it’s incredibly frustrating—I get so angry at myself, and it feels awkward and weird. I doubt every word that comes out of my mouth. But I’m learning to push through that discomfort, and each time, it gets a little bit easier. 

The discomfort doesn’t mean I’m out of place—it means I’m growing. 

For those of you who’ve felt this way, you’re not alone. The role of the Executive Assistant is changing, and we have more opportunities than ever to make an impact. It’s about taking that step and trusting that our voices are worth hearing. 

Final thoughts 

As Executive Assistants, we’re more than just support—we’re strategic partners. Speaking up is not about proving your worth; it’s about recognizing that you already have value. Whether it’s in meetings, 1:1 discussions, or day-to-day work, your perspective matters. 

How do you handle these feelings of doubt in front of leadership? I’d love to hear your experiences and tips. 

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This article is penned by Andrea Kömöcz, Management Support at Equinor and member of IMA Norway. 

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author. 

 

 

#IMAisyournetwork #IMAGuestWriter #ExecutiveAssistant #LeadershipSupport #ImposterSyndrome #PersonalGrowth #ProfessionalDevelopment #CareerAdvancement 

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Eva Finseth, IMA Norway  on 20th September 2024.

“I need you to read between the lines,” he said. As a Norwegian, that’s easier said than done.  We’re known for being direct, saying things as they are.  

In some cultures, our straightforwardness might come off as blunt or even rude. In Japan, for example, being a foreigner means you’re always a bit out of sync with their nuanced ways of communication. You rarely get it right. 

In Norway, we have a saying: “We call a spade a spade.” Everyone knows what a spade looks like, right? In my country we have a flat organizational structure. The distance between leaders and those on the floor is short. It’s common for Norwegians to question the purpose behind their tasks; they often ask “why” when given instructions, seeking to understand the bigger picture.  

In contrast, many other countries have more hierarchical structures where orders are given - and sometimes very politely.  In Norway, this politeness can be misinterpreted as a lack of clarity or directness. 

For the first time in many years, I find myself working in a multicultural environment. I thought I was good at navigating different cultures. I've lived in the US and worked with Japanese colleagues before. I remember how my Japanese coworkers would often excuse my missteps, understanding that "I simply didn’t know any better".  

But now, being back in this diverse setting, I realize it's not so straightforward. I can't just call a spade a spade anymore. I need to adapt, learn, and interpret the subtleties.  Along the way, I'll likely stumble.  But that's part of the journey. I hope people will have patience with me, as there are times, I struggle to grasp why things happen a certain way or why some things are left unsaid. 

Working in a multicultural environment requires flexibility and understanding. It means sometimes letting things slide when someone "doesn’t know any better." 

I understand I need to do more of this: 

1. Pay attention to not just what is said, but how it’s said. Non-verbal cues and tone often carry significant meaning. 

2. Take time to learn about the cultural backgrounds of my coworkers. This helps in understanding their communication style and work ethic. 

3. Recognize that my way isn’t the only way. Be willing to adapt and try new approaches. 

4. Misunderstandings will happen. Approach them with patience and view them as learning opportunities. 

5. Invest in building personal relationships with my coworkers. Understanding them as individuals can bridge cultural gaps. 

As an EA/PA, you sometimes need to be a chameleon—able to adapt and thrive amidst diverse cultures. 

How do you navigate cultural differences in your work?  

 

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This article is penned by Eva Finseth, Personal Assistant at Stack Infrastructure and Chair of IMA Norway.  

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author. 

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Isabel Branco  on 24th September

The role of a Management Assistant is demanding and multifaceted, requiring the ability to handle a wide range of tasks simultaneously. One of the biggest challenges I face every day as a Management Assistant is time management. Most of the time, I have to adjust my “To-Do list” because priorities are constantly shifting. Flexibility is essential, especially when supporting a team of 80 people across Portugal, Poland, and Romania. 

Another major challenge is travel management, as I’m responsible for organizing all international team travel and accommodation. This can be a particularly stressful task. Additionally, a Management Assistant must juggle scheduling meetings, managing correspondence, and handling urgent tasks, all while maintaining efficiency. 

Communication is another key challenge. As a primary point of contact, the Assistant must communicate effectively with people at all levels - from senior executives to clients - often acting as a gatekeeper or mediator. This is a daily challenge because everyone wants to be heard urgently. I’ve learned that I need to prioritize important issues over urgent ones. 

Problem-solving is also a critical part of our daily routine. Management Assistants often encounter unexpected issues that require quick thinking and decisive action, all while remaining calm under pressure. Handling sensitive information is another significant responsibility, as confidentiality and discretion are crucial. Lastly, balancing multiple responsibilities without direct authority can be stressful, requiring strong organizational skills and adaptability to ensure that operations run smoothly despite external pressures. It’s important to maintain good internal communication with both the boss and the entire team. 

For me, another key challenge is keeping the team in a positive mindset. I’m always available to listen, offer help, and provide positive feedback because I believe that when the team is happy, they perform better - and so do I. 

 

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This article is penned by Isabel Branco, Management Assistant at SIBS INTERNATIONAL and member of IMA from Portugal. 

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author. 

 

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Elaine Said, IMA Norway  on 27th September 2024.

Have you ever felt like you don’t belong, or that you've ended up somewhere amazing but don’t feel like you have the right to be there, or that you’re muddling along and unsure if you're doing anything right? These are all signs of imposter syndrome. Imposter syndrome, as defined by Wikipedia, “is a psychological experience of intellectual and professional fraudulence,” although there is no official psychiatric diagnosis. 

I have sometimes felt this way during my working life, and somehow, the older I get, the more experience and knowledge I gain, the more I feel it. I have 30 years of experience as an Executive Assistant to various high-level professionals, and this extensive experience speaks to my capabilities and the trust placed in me by these esteemed professionals. However, I sometimes still think, "How did I get here? Can I do this job? Am I good enough?" These thoughts often run through my head, and then I need to remind myself that I do belong here. I was interviewed and chosen for this job, and deep down, I know I am capable. But it is human to have doubts. 

After working in Brussels for 13 years, I was transferred with my job to Norway for a four-year contract. I fell in love with Norway and didn’t want to leave. Would I be able to stay in Norway and find a job even though I was not yet fluent in Norwegian? It turned out to be possible and, in fact, quite easy for me! Right timing? Just luck? Or is it down to fate, and we get what we deserve in life? Or maybe it’s because I have the knowledge, experience, and capabilities to do my job. 

Apparently, personality traits such as perfectionism, which is one of mine, are typical for imposter syndrome. Perfectionists set exceedingly high standards for themselves and often feel that anything less than perfect is a failure. This mindset can lead to a persistent sense of inadequacy, no matter how successful one might be. One way I have found to overcome imposter syndrome is to avoid comparing myself to others. Additionally, I try to concentrate more on my achievements instead of always striving for more and setting myself impossible goals. Celebrating my successes, no matter how small, helps to build my confidence and reminds me of my capabilities. 

In a previous job, I had a mentor who helped ease my feelings of inadequacy by providing guidance and reassurance. Mentors can offer a different perspective, one that is often more objective and encouraging. Additionally, seeking feedback from colleagues and supervisors can be beneficial. Constructive feedback helps to identify areas for improvement, but it also highlights strengths and accomplishments you might have overlooked. Understanding that everyone has their own unique path and challenges can also be comforting. Everyone experiences moments of doubt, and even those who seem most confident have likely faced their own struggles with self-belief. 

Moreover, building a supportive network of peers can provide both professional and emotional support. Sharing experiences and challenges with others who might be feeling the same way can create a sense of camaraderie and reduce feelings of isolation. Lastly, self-care practices such as mindfulness, exercise, and adequate rest are crucial for maintaining a healthy balance and reducing stress, which can exacerbate feelings of inadequacy. 

In conclusion, imposter syndrome is a common experience that many people face, regardless of their achievements or position. By focusing on your accomplishments, seeking support, and maintaining a healthy perspective, it is possible to manage and overcome these feelings. Remember, you are not alone in this journey, and with time and effort, you can build a stronger sense of self-assurance and professional satisfaction. 

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This article is penned by Elaine Said, Executive Assistant at DNV and member of IMA of IMA Norway. 

The Guest Writer series features contributions from IMA members worldwide, showcasing the diverse experiences and expertise of management assistants within our network. Each piece offers unique perspectives, practical advice, and personal reflections from professionals in the field. The views expressed in this article are solely those of the author.