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. 

--- 

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. 

 

--- 

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. 

--- 

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?  

 

---  

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. 

 

--- 

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. 

--- 

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. 

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 23rd September 2024.

As EAs, we build bridges, not just across departments, but across time zones and cultures. 

Working as an Executive Assistant in a global company comes with its own set of challenges—especially when supporting teams and executives spread across different locations and cultures. 

As EAs, we often work behind the scenes to keep everything running smoothly, but when your colleagues are on the other side of the world, communication can be challenging. Time zone differences, cultural nuances, and even language barriers can make it feel like you’re disconnected or that your work isn’t fully recognized. 

How do we bridge this gap? 

It starts with acknowledging that while we might work independently, we’re part of a larger global team. 

We can drive the standardization of certain processes to create consistency across teams, while also leaving room for flexibility based on regional differences. For instance, using common tools for scheduling and project management can streamline communication, but it’s equally important to respect local customs and ways of working. 

Another key aspect is proactive communication. 

We know how vital it is to stay connected, but in a virtual environment, this often means going the extra mile. Whether it's a follow-up email, a quick check-in with colleagues, or setting up virtual coffee chats, these small efforts help ensure we remain aligned and integrated with the broader team, no matter where they are. 

At the end of the day, it’s about making sure we feel valued and visible, even from afar. 

As EAs, we have the power to shape this dynamic by fostering strong communication channels and building bridges across departments, regions, and cultures.  

 

--- 

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. 

 

 

 

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Eleni Rizikianou, IMA Greece on 17th September 2024.

If there is one fixed factor in life, it is change. There is no doubt that everything is shifting constantly. So, it’s not about how to adapt when things change; it’s about being an evolving human being, contemporary of your time, who monitors and follows the developments of your environment. 

The truth is that change is hard for everyone. For many years, the need for stability was the overriding concern. Companies picked their employees based on their education or references and trained them to stay for life. However, in our time, driven by technology, science, remote working, diversity, etc., change evolves beyond traditional boundaries. People are embracing continuous learning, shifting their careers even in older ages, and moving from one position to another, from one company to another, from one country to another. And they do so fearlessly or, at least, daring to face their fears head-on. 

Our role as assistants is once again crucial for ensuring smooth operations and supporting leadership. Now it’s more about the mindset than skills. You can always learn new skills if you have an open mindset, know who you are, what you can and can’t do, and take accountability for that. Our managers require bold associates who practice management and leadership in their lives as well as within the companies. 

So, when it comes to change, we need to let go of our inherent caution and negativity and embrace understanding what and why things are changing, and how it’s going to get done. Once the current situation stops serving the current needs, we will change again, as our purpose in life is to meet our needs in the best way possible. 

 

---  

This article is penned by Eleni Rizikianou, Administration Manager at Mentor Surveyors, Valuers, Engineers and member of IMA Greece.  

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 Gina Theofilidou, IMA Greece  on 10th September 2024.

Historically, assistants handled access to executives and handled administrative tasks, but today they assist with decision-making by gathering, organizing, and presenting data. 

It is imperative that executives obtain timely, accurate, and actionable insights in order to make informed decisions. As we live in an age of information overload, where the sheer amount of data can overwhelm even the most seasoned leaders, such a transformation is critical. 

Assistants can leverage data in several key ways: 

• Act as Critical Filters: 
  Assistants can sift through various streams of information - emails, reports, project updates, industry news - identifying what’s most important for their executives. This selective curation saves time and ensures that decisions are based on up-to-date information. 

• Create Structured Reports and Dashboards: 
  By using tools like Excel, data visualization software, and CRM systems, assistants can compile data into clear reports and dashboards. These visuals help track and highlight critical areas for attention. 

• Place Data in the Context of Business Strategy: 
  Due to their close working relationship with leaders and managers, assistants can provide valuable context to the data they curate. This allows them to frame information within the company’s goals and challenges, making it more actionable and relevant to decision-making. 

Benefits of working with Data-Driven Assistants 

• When assistants provide accurate and timely data, CEOs may make more informed and data-driven decisions. 

• Automation and data analysis can simplify procedures, saving time and resources. 

• Data-driven insights can help identify and address challenges more effectively. 

• By using data to identify patterns and opportunities, assistants may help organizations acquire a competitive advantage. 

In today's data-driven businesses, assistants have the potential to become invaluable assets to their organizations.  So, as an assistant, are you ready to step into the role of an information curator and help shape the future of your organization’s success? 

What strategies have helped you become an indispensable information curator? Share your thoughts and experiences in the comments! 

--- 

This article is penned by Gina Theofilidou at Your Distance Assistance and member of IMA Greece. 

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 Andrea Kömöcz, IMA Norway  on 27th August 2024.

Management assistants and EAs are often praised for their ability to multitask. In fact, job descriptions frequently highlight multitasking as a key skill, suggesting that the ideal candidate must excel at handling multiple tasks simultaneously. 

Imagine this: You’re on a Teams call, trying to follow an important discussion. At the same time, your inbox is overflowing, so you start replying to an urgent email. As you’re typing, a Teams chat message pops up that needs your attention, and you quickly glance at your calendar to confirm your next meeting. You’re multitasking like a pro, right? 

This scenario is common. While multitasking might feel like we’re achieving more by handling multiple tasks at once, research indicates that this split attention can actually decrease our productivity and increase stress. 

So, the question worth asking is: Is this celebrated skill truly helping us, or is it quietly wearing us down? 

Research shows that: 

• Multitasking leads to a “switch cost,” which can significantly disrupt our efficiency. Each time we shift our attention from one task to another, it takes our brain time to catch up, reducing the quality of our work. 

• The burden of multitasking isn’t just mental; it’s physical too. It can lead to elevated stress levels, higher blood pressure, and a faster heart rate, which over time may weaken our immune system. 

• Studies have shown that the human brain has a limited amount of cognitive resources. When we attempt to do several things at once, we spread these resources too thin, leading to errors and burnout. 

So, next time you’re tempted to multitask, ask yourself: Is this really the best way to get things done? Because sometimes, the real superpower lies in giving one thing your full attention. 

--- 

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.