IMA Global News

Leadership in Action

Tue, 24 Mar 2026 22:55:38 GMT

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Menekşe Ahbab on 24th February 2026.

At IMA, we believe leadership is not defined by title but by awareness, responsibility, and impact. In this edition of Leadership in Action, Menekşe Ahbab from Türkiye offers a thoughtful and deeply reflective perspective on influence, proximity to decision-making, and the evolving nature of leadership in a complex world.

Her insights remind us that some of the most meaningful leadership happens through clarity, alignment, and quiet navigation.

Where Strategy, People, and Priorities Converge

My name is Menekşe Ahbab. I am based in Istanbul and have spent over three decades in Executive Assistant roles, working in close partnership with senior leadership. Alongside my professional career, I am pursuing a PhD in Communication Sciences, focusing on leadership communication and organizational sustainability. I also teach during the spring term at Marmara University in the Office Management and Executive Assistance program.

What I value most about this profession is the perspective it offers. The Executive Assistant role stands at the intersection of people, priorities, and decisions. It provides a direct view into how strategy is shaped, how tensions are managed, and how leadership is practiced in real time. It is a position that continually deepens one’s understanding of organizations, people, and oneself.

The Nature of Influence Without Authority

Influence without formal authority is inherent in this role. While rarely the decision-maker, you work very close to decisions. This proximity creates a form of influence that is subtle, relational, and often invisible.

For me, influence begins with listening. Listening not only to what is said, but also to priorities, pressures, emotional undercurrents, and signals that are easy to overlook.

Effective influence is less about asserting opinions and more about creating clarity. It is reflected in how information is framed, how complexity is simplified, how risks are surfaced, and how choices are positioned.

Over time, I have come to see influence less as persuasion and more as alignment. It involves aligning attention, priorities, and perspective. This is where assistants contribute to leadership in a quiet yet meaningful way.

How My Understanding of Leadership Evolved

Earlier in my career, I associated leadership with knowledge and authority. Leaders were expected to know the most, decide the most, and project certainty. With experience, that understanding evolved. As John C. Maxwell stated, “Leadership is influence.” This idea reshaped my perspective.

In a world defined by rapid knowledge flows and AI as an everyday cognitive partner, leadership is no longer about knowing more. Leadership increasingly rests on responsibility. Responsibility for decisions, consequences, and impact.

Leadership in Today’s Complex Environment

Leadership today extends beyond performance metrics. It is measured by awareness, responsibility, and legacy. Not only through financial outcomes, but also through human, social, and organizational effects.

Leadership now feels less like control and more like navigation. It involves reducing noise, protecting focus, sustaining clarity, and maintaining direction amid constant change.

For Executive Assistants, this terrain is deeply familiar. We translate, filter, align, anticipate, stabilize, and often absorb pressure so that leaders can maintain perspective.

Growing Into Leadership

Assistants have always been practicing leadership. What is changing is not the role, but our growing awareness of its impact.

Leadership was never simply given to me. It is something I grew into through proximity, responsibility, reflection, and awareness.

This article is penned by Menekşe Ahbab.

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.

Leadership in Action

Tue, 10 Mar 2026 19:55:42 GMT

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Niklas Cerovina, IMA Sweden on 23rd February 2026.

At IMA – International Management Assistants, we believe leadership is not defined by title but by impact. In this edition of Leadership in Action, Niklas from Sweden reflects on how leadership shows up through mindset, responsibility, and the courage to act when it matters most.

Using Strengths to Create Impact

Hi, I’m Niklas, based in Sweden with a background in production, engineering, and science. What I love most about being an Executive Assistant is the opportunity to use my strengths, leadership capabilities, and diverse background in my daily work.

Leadership as a Daily Mindset

For me, leadership in action happens every day. It is a mindset.

Taking responsibility and acting on situations because you genuinely care, and because you see the bigger picture, is important to me. Having a full ownership attitude ensures that I step in, support others, and help drive things forward when needed.

I do this by aligning discussions back to our values, highlighting risks early, and ensuring that decisions consider both people and impact. My confidence in taking these steps comes from experience, preparation, integrity, and knowing that I stand up for what is right.

Solid communication skills are essential to ensure your message is delivered with clarity and impact, and that it is truly heard.

Influencing Without Formal Authority

I noticed my leadership capabilities early in life, often being the one who initiated things and quickly saw a way forward. I have always believed in contributing rather than waiting for the perfect moment, and in being an active part of the solution.

With age and experience, I have become much better at listening, understanding different perspectives, and valuing the strength of diverse viewpoints. Combined with the joy I feel when others succeed, I believe this creates a strong formula for effective and meaningful leadership.

How My View on Leadership Has Evolved

In the beginning, I believed leadership was about having authority over people. Over time, I have seen firsthand that great leaders actually lead through influence, kindness, guidance, and progress over perfection.

To me, leadership is a collective, team-focused mindset. The best leaders are those who see the potential in people long before they see it in themselves.

Learning Through Feedback

One piece of feedback that helped me grow was being encouraged to slow down and listen more deeply before acting. I naturally move quickly and see solutions early, but learning to pause, invite other perspectives, and create space for others’ ideas made me a stronger and more inclusive person.

Sharing Knowledge and Experience

I actively share my knowledge and experience in several ways. Through my involvement in IMA – International Management Assistants as Training and Education Officer and through speaking opportunities, I try to offer different perspectives that help others think in new ways.

I enjoy passing on practical insights from my background in production, engineering, and leadership, whether through formal sessions or everyday conversations. I also make a conscious effort to support colleagues by listening, asking guiding questions, and helping them navigate challenges with clarity.

For me, sharing knowledge is not a one-time activity. It happens continuously through collaboration, mentorship, and simple human connection.

Staying Energized and Grounded

Family always comes first. Spending time with my children helps me disconnect from everyday worries and work-related thoughts.

I am also passionate about my many interests, which usually change every six to twelve months, and I love diving deeply into whatever inspires me at the moment. When I lose track of time because I am completely absorbed in something, it is a good sign that I have truly disconnected and recharged.

Leadership in a World of Constant Change

Leadership comes in many shapes and forms, from leading myself and standing up for my values and integrity, to speaking up when culture or inclusiveness is missing.

Doing what is right is a guiding principle for me, and over time I have developed a clear inner compass that helps guide both myself and others when needed. As Gordon Ramsay says, it is about having common sense when it is not that common, and I strive to bring this clarity into every situation I lead.

This article is penned by Niklas Cerovina, IMA Sweden.

Leading from the Second Row

Tue, 24 Feb 2026 22:13:42 GMT

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Daniela Schneider, IMA Germany on 19th February 2026.

At IMA, we often say that leadership is not defined by title but by impact. In this edition of Leadership in Action, Daniela Schneider from Germany offers a powerful and structured perspective on how assistants lead every day through strategic thinking, cultural influence, and operational excellence.

Her reflection reminds us that leadership from the second row is not only possible. It is essential.

Leading from the Second Row

My name is Daniela Schneider, and I have been a member of the International Management Assistants (IMA) in Germany for more than 20 years. I currently work as an Executive Business Partner in the electronics industry.

In my role, I am fortunate to support an executive who values my contribution as a sparring partner, guardian of the company vision, and bridge between the C-level and the wider organization. It is a role that allows me to fully apply my Chief of Staff capabilities in a strategic, operational, and cultural way.

When we think about leadership, we often think of formal titles. Yet holding a title does not automatically make someone a good leader, and lacking one does not prevent someone from leading.

Assistants lead every day, even without formal authority. We lead from the second row, close enough to decision making to influence it and connected enough to the organization to sense its pulse.

Assistants shape priorities, move ideas forward, and support change initiatives. We act as organizational seismographs, detecting shifts in mood, resistance, or momentum long before they become visible.

Often, we step into formal leadership roles when managing cross functional projects or strategic initiatives. But even when we do not, our influence is real and measurable.

Strategic Framing of Decisions

When preparing information for my executive, I do far more than compile data. I curate perspectives, clarify options, and ensure that tradeoffs are transparent. My goal is to reduce bias and present a balanced, well-structured picture before a decision must be made.

By openly discussing alternatives in advance, I help create clarity and strengthen the quality of decisions.

This is leadership through strategic preparation and cognitive guidance, shaping not the decision itself but the way it is understood.

Driving Vision into Action

When our company introduced a new vision and leadership principles, I participated in the initial management discussions to understand the deeper intentions behind the strategy. Listening carefully allowed me to translate abstract statements into meaningful action.

I took ownership of developing the communication concept, from launching the vision to embedding it into annual goals for all employees.

Thanks to my close connection with colleagues across the organization, I was able to anticipate potential misunderstandings and address them proactively.

We initiated team workshops, reflection circles, team dialogues, and Q&A sessions to ensure alignment.

Leadership here meant creating structure, enabling clarity, and ensuring that strategy was not just announced but understood and lived.

Shaping Culture Through Behavior

A new vision often requires a cultural shift. Culture is not defined by statements on the wall. It is shaped by daily behavior. It lives in small interactions, in consistency, and in the courage to reinforce or gently correct actions that do not align with shared values.

As assistants, we are highly visible. Colleagues observe how we act to understand what is truly valued. By modeling professionalism, respect, and strategic thinking, we influence culture every day.

This is leadership through example and behavioral signaling.

Taking Formal Project Leadership

When my executive planned a two-day regional strategy workshop, I proactively designed a comprehensive concept by defining objectives, selecting participants, shaping the workshop structure, aligning topics, and planning follow up actions.

After presenting the concept, I was entrusted with full project leadership. I coordinated preparation, reviewed presentations, structured discussion formats, defined follow up projects, and ultimately facilitated the workshop.

The result was a highly aligned, outcome driven event with clear next steps and ownership.

In this case, leadership was visible and formal, but it was built on the same competencies we use every day: foresight, structure, communication, and accountability.

The Leadership We Often Underestimate

Assistants are powerful and often underestimated leaders within their organizations. Whether through strategic preparation, alignment work, cultural influence, or formal project management, we shape decisions and drive impact.

Leadership does not begin with a title. It begins with responsibility, awareness, and the willingness to step forward when the situation requires it.

I hope that your executive recognizes your ability to lead, from the second row or from the front when needed. And even more importantly, I hope you recognize it yourself.

This article is penned by Daniela Schneider, IMA Germany.

Leadership in Action

Tue, 24 Feb 2026 19:41:51 GMT

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Anneli Gustavsson, IMA Sweden on 18th February 2026.

At IMA, we believe leadership is not defined by title, but by impact. In this edition of Leadership in Action, Anneli Gustavsson shares how influence, courage, and thoughtful coordination can shape outcomes — even from behind the scenes.

Orchestrating Success Behind the Scenes

My name is Anneli Gustavsson, and I work as an Executive Assistant at SAP, supporting the Swedish MD and the Nordic Growth Officer. I’m based in Stockholm.

What I enjoy most about my work is the opportunity to orchestrate success behind the scenes. I thrive in roles where strong structure, clarity, and thoughtful coordination enable others to deliver their best work. My path has taken me from secretary to Marketing Communications, to Executive Assistant, but the common thread has always been enabling people, teams, and leaders to succeed.

Leadership Without the Title

Early in my career, I was asked to review all my areas of responsibility and identify cost savings. As the person responsible for the office, I analyzed everything from cleaning and office supplies to travel costs and employee lunches.

After digging into the numbers, I found we could save a significant amount simply by changing suppliers for office supplies and travel. But in my conversations with employees, something else stood out: the lack of affordable lunch options was affecting their engagement and daily wellbeing.

So instead of presenting a pure cost-cutting plan, I built a business case for leasing a “Convini fridge”. The cost was minimal, but the potential impact on employee satisfaction was high. I explained to management that maintaining service levels while supporting employee engagement was the better long-term investment.

Despite the company’s push to cut costs, I advocated for the employees, and we moved forward with the fridge. It was a small decision with a surprisingly big impact.

This was an early moment when I realized leadership isn’t about a title. It’s about having the courage to speak up when something matters and grounding your argument in what will genuinely benefit people.

Influencing Without Owning the Decision

As an Executive Assistant, I often influence decisions indirectly. My approach is simple: listen carefully, build trust, stay fact-based, and understand what truly matters to the people involved.

When I combine data, empathy, and clear communication, I’ve found I can help shape decisions even when I’m not the one making them.

Growing Others Along the Way

I try to be a role model for younger people — both through my engagement with Ung Företagsamhet*, where I advise students running their own companies, and in supporting younger assistants early in their careers.

A piece of advice I often share, — and what I would tell my younger self — is this:

Dare to take space. Your ideas matter.
Take initiative. Don’t wait to be asked.
Lean into your strengths. If you love writing, languages, or creating — use it.
Stay curious. Keep learning, always.
And most importantly: believe in yourself. Confidence grows through action, not perfection.

These are lessons I learned along the way — so I share them hoping someone else gets to learn them earlier.

(*Junior Achievement)

Staying in Balance to Lead Well

For me, balance isn’t optional — it is the foundation for performing well. I make space for exercise and nature, because that’s where I reset.

I run in the summer and ski in the winter. The combination of movement, fresh air, aching muscles, and the feeling of letting everything else go gives me energy, clarity, and perspective.

We often talk about work-life balance, but I believe it starts with simply being in balance as humans.

This article is penned by Anneli Gustavsson, IMA Sweden.

Leadership in Action – Without the Title

Tue, 09 Sep 2025 08:34:03 GMT

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Julia Schmidt, Executive Vice Chair IMA Global on 8th September 2025.

“You are the leader behind the leader.”

This is a sentence I wrote in a recent article about modern leadership, click here to read more. It is one I believe with all my heart. Too often, we think of leadership as something reserved for people with titles like CEO or Director. But what I have learned through experience, reflection, and growth is that leadership is not about hierarchy. Leadership is about how we show up, how we influence, and how we move things forward.

If you have ever kept a project on track, brought calm to a stressful meeting, or helped your team gain clarity in a moment of uncertainty, you have led. These are not small contributions. They are strategic, high-level leadership behaviors that make a real difference.

In our profession, we are more than tech-savvy organizers. We are co-pilots and sometimes pilots helping to navigate complexity and ensure progress. We translate vision into action, connect people across silos, protect culture, anticipate risks, and sustain momentum. This is leadership in action. Not defined by job titles, but by courage, clarity, and responsibility.

My invitation to you is simple: notice the ways you already lead, even if they are quiet or behind the scenes. Reflect on what kind of leader you want to become — and how you are showing up today. Big or small, visible or subtle, your actions shape the organizations and the people around you.

This is also why I am proud that our 51st International Annual Conference, taking place in Hasselt, Belgium, on 17 October 2025, carries the theme Effective Leadership. Together, we will explore what leadership means in today’s world of change, AI, and reinvention — and how we, as management assistants, can grow as leaders in our own right. Click here to register.

Leadership isn’t something we wait to be given. It’s something we claim. Every day.

Stay tuned — we will soon be sharing many “Leadership in Action” stories from our IMA members.

This article is penned by Julia Schmidt, Executive Vice Chair of IMA Global.

A New Role as Executive Chair of IMA

Fri, 28 Mar 2025 10:40:43 GMT

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Maria Cirillo, Executive Chair IMA Global on 27 March 2025.

Twelve years ago, the phone rang at my job and it was Inger Wijnblad. She represented the Nomination Committee within IMA Sweden, offering me a position as the treasurer of the East region within IMA Sweden. I was hesitant at first, but after some persuasion, I decided to give it a try. It turned out to be the beginning of an absolutely fantastic journey.

After a few years, I was elected as the Chair of IMA Sweden, a role I held for six years. After that, I took on a new position as Executive Chair. These years as Chair have been incredibly rewarding. I have learned to stand on stage and give speeches, participated in podcasts, written articles and member information, negotiated and attended international conferences. I have visited different countries and met people and colleagues from various cultures and environments. I have improved my English. This is just a few things of all I experienced and learned.

Not to forget all the good food and drinks I have enjoyed and all the laughs and long disco nights I have experienced with IMA friends.

The best part is that all the knowledge I have gained, I have been able to transfer directly to my daily work. This has led to more enjoyable and interesting tasks there. My great international network has also benefit my daily work life. Being the Chair within IMA has given me experiences and knowledge that I would never have gained otherwise.

Through the position, I have been involved in developing strategies and visions for the network, and since IMA is a large and international network for Executive Assistants, what we do has an impact on the profession and how we and others view the career as an office professional. Therefore, it has been an honor to be part of this development together with the Executive Committee and Council.

Now, after 12 years with positions of trust within IMA, it is time for me to hand over the position as Executive Chair to a colleague within the network. I hope you will accept this challenge and apply for the position of Executive Chair. I can honestly promise that you will not regret it. It will be a fantastic time in your life to be part of the team in Executive Committee. This has been a journey I would not have wanted to be without.

In my home country, there is a saying, "you become like those you associate with," being part of IMA, a network of professional, intelligent, and competent Executive Assistants makes you feel how you grow in the role and become more and more like your professional colleagues. It is fantastic.

This article is penned by Maria Cirillo, Executive Chair of IMA Global.

Trafo Baden - "N" for No-Show.

Thu, 27 Mar 2025 17:38:32 GMT

Blog from Trafo Baden

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

In this edition, we are looking into the challenge of No-Shows—those last-minute absences that can disrupt even the most carefully planned events. Discover practical strategies to reduce absenteeism, from personalized invitations and smart reminders to incentives and pre-event engagement. Learn how to protect your event from empty seats and ensure a well-attended, successful experience.

SEE BLOG POST HERE

Fly in Comfort, Spend Less: Insider Tips for Business Class Savings

Mon, 24 Feb 2025 15:01:10 GMT

An article from our global business partner Above9.Travel.

Flying in business class is not just about status or luxury - it can be a wise choice to maximize efficiency and maintain peak performance, which is especially important when traveling for business meetings, negotiations, or important presentations.

Spacious seats and the ability to sleep comfortably on long-haul flights guarantee better rest, while privacy and onboard Wi-Fi allow you to get some work done while in transit. Even services like fast-track security, priority boarding, and expedited baggage handling help to avoid hassle and save valuable time.

While purchasing a business-class seat has a lot of arguments for it, the biggest hesitation is often caused by the price of these tickets. Many travelers think that flying in business class is always expensive, but we are here to tell you that with the right approach, you can find great deals and save hundreds and sometimes even thousands of Euros. Check out some of the most common tips in the paragraphs below.

Book Early

One of the easiest ways to secure a business class ticket at a lower price is to book early. Airlines release their cheapest business class fares months in advance to encourage early reservations. As the departure date approaches, prices usually increase due to limited remaining seat availability, making last-minute bookings far more expensive.

For international travel, the best time to book a flight is around three to five months before departure. It’s smart to start monitoring fares six to seven months in advance to track price drops and secure a deal when the timing is right. A little planning can make a significant difference, ensuring you get the best price without compromising on comfort.

Booking early also means you have a better selection of seats. Whether you prefer a window for privacy or an aisle for easy access, reserving your ticket well in advance gives you more control over your flight experience.

Be Flexible with Travel Dates

Flexibility can be the key to finding the best business-class deals. Flight prices fluctuate based on demand, and certain days tend to be more expensive than others. Flying midweek, especially on Tuesdays and Wednesdays, often comes with lower fares compared to weekends, when demand is higher.

That being said, while many believe that booking on a specific day of the week always guarantees lower fares, the reality is that prices are driven by availability, not just timing. So, adjusting your departure date by just a day or two can sometimes lead to significant savings. Keeping an open schedule also increases your chances of finding discounted upgrades or special promotions on premium seats.

Consider Multiple Airlines

Loyalty to a single airline can sometimes work against you when looking for the best business-class deals. While frequent flyer programs offer lucrative benefits, sticking to one airline limits your options and may prevent you from finding better prices on competing carriers or alliances.

Different airlines have different pricing strategies, and some may offer significantly lower business-class fares for the same route. Being open to alternatives allows to compare options and choose the best balance of price, comfort, and service. Some airlines also run limited-time promotions or special discounts, which you might miss if you only check your preferred carrier.

Broaden Your Search Criteria

Choosing the right airport and flight connections can make a big difference in not only the price but also the comfort of your trip. If you are in the proximity of multiple international airports, checking flights from alternative locations can reveal better fares or more convenient schedules. Airlines often adjust pricing based on demand at specific airports, so a short drive or separate connecting flight could lead to significant savings.

Layovers also play a crucial role in your travel experience. Well-planned connections at airports with superior lounges and better-planned terminals can make long-haul trips much more enjoyable. Instead of just looking for the fastest route, sometimes it is worth considering flights with slightly longer layovers (thus, possibly lower prices) that allow one to relax and recharge between flights.

Another possibility is booking mixed cabin tickets, as it can be a smart way to balance comfort and cost. Flying business class on long-haul flights while choosing premium economy or economy for shorter flight segments can help you save money without compromising on quality where it matters most.

By optimizing your departure airport, connections, and cabin choices, you can enhance your journey while keeping costs under control.

Choose the place to book tickets wisely

As weird as it may sound - booking the ticket directly from the airline website will almost always be the most expensive way. There are several reasons for that, which might require a separate article to explain, but this has been proven time and time again.

Many travelers rely on comparison platforms (i.e. Google Flights, Skyscanner, and alike) to search for flights, but the shortcoming of these sites is that they only show publicly available fares. They do not specialize in business-class tickets and therefore don’t have access to privately negotiated prices that can provide the savings you are hoping for. Also, while having a self-service online platform is convenient for buying a ticket, not having a designated travel specialist can cause unnecessary headaches if any adjustments are needed in the booking later. Unexpected things happen all the time (for example, travel dates need to be changed or the airline has rescheduled/canceled the original flight and a new one needs to be rebooked) and a good travel consultant will always provide better support than customer service representatives of an online platform.

It may sound like we are simply promoting ourselves, but the truth is that the best deals can be secured through travel agencies specializing in business-class flight bookings. These agencies have access to unpublished prices, and their experts have vast know-how and insider information on when and how to get the lowest price.

At Above9.Travel, every customer has a personal travel consultant. You can avoid spending hours comparing prices across different platforms - our expert will do the work for you and offer well-optimized flight itineraries based on your preferences.

We are delighted to partner with IMA and we hope that we’ll have a chance to prove our worth to its members.

If you’re planning a trip and need our assistance

click here to leave a request through the form.

click here for our contact details that can be easily saved on any smartphone.

Elevate Your Potential in 2025: Why every Executive Assistant Needs a Theme for the Year

Tue, 28 Jan 2025 09:13:31 GMT

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Julia Schmidt, Executive Vice Chair IMA Global on 25th Jan 2025

As 2025 begins, I’m reminded of the transformative power of themes—simple yet impactful words that encapsulate our aspirations for growth.

Over the years, I’ve relied on themes to guide me through challenges and opportunities, and this practice can be equally empowering for Executive Assistants.

A well-chosen theme provides clarity and focus, helping you navigate the demands of your role while staying aligned with your goals. To help you get started, I've shared a tool to find your perfect theme; CLICK HERE

If you’re unsure where to begin, here are three suggestions to inspire you.

▶️A theme like Alignment can connect your work to your organization’s goals. By aligning your actions with key initiatives, you not only enhance your collaboration with your executive but also amplify your value as a strategic partner. This focus positions you as an indispensable contributor, ensuring your efforts drive both personal and organizational success.

▶️In an ever-changing world, resilience equips you to adapt and grow stronger. Make learning and adaptability central to your theme. Whether mastering new tools or refining essential skills, resilience helps you face challenges with confidence. By turning setbacks into opportunities, you establish yourself as a steady and resourceful force in your organization.

▶️For some, Balance might be the perfect theme. Prioritizing your mental, physical, and emotional health ensures you can meet your responsibilities while sustaining your energy and focus. By modeling wellbeing practices, you contribute to a healthier workplace culture and create space for what matters most, enabling long-term productivity and fulfillment.

A theme for 2025 is more than a goal—it’s a guiding principle that brings intention to your actions. Whether you choose Alignment, Resilience, or Balance, your theme can shape a more meaningful year, elevating both your career and your organization.

This article is penned by Julia Schmidt, Executive Vice Chair, IMA Global and a member of IMA Norway.

The Benefits of Membership of the World Administrators Alliance for IMA National Groups

Christina Kragh — Sun, 15 Dec 2024 16:49:50 GMT

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

Trafo Baden - "K" for Knowledge Transfer

Isabel García Lechón — Mon, 09 Dec 2024 19:50:29 GMT

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.

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Have you ever noticed that the deeper you dive into a subject, the less you feel like you truly understand?

Fri, 29 Nov 2024 10:06:46 GMT

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.

#IMAisyournetwork #IMAGuestwriter

Trafo Baden - " J " for Job Roles

Fri, 29 Nov 2024 09:25:23 GMT

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.

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Inspiring Future Assistants: A Career Beyond Expectations

Tue, 22 Oct 2024 19:02:06 GMT

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.

#IMAisyournetwork #IMAGuestWriters

Mastering Task Management: Prioritizing, Setting Deadlines, and Optimizing Schedules for Assistants

Tue, 15 Oct 2024 14:24:44 GMT

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.

#IMAisyournetwork #IMAGuestWriters

The struggle of speaking up in front of executives

Tue, 08 Oct 2024 16:43:49 GMT

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.

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

Culture differences at work; Let's dive into it

Tue, 08 Oct 2024 16:27:11 GMT

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.

What are the biggest challenges of a Management Assistant in their Job?

Tue, 08 Oct 2024 16:21:19 GMT

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.

Imposter Syndrome

Tue, 08 Oct 2024 16:13:04 GMT

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.

Assistants build bridges across...

Tue, 08 Oct 2024 15:59:15 GMT

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.

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

The Confidence of Change

Mon, 07 Oct 2024 15:04:41 GMT

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.

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

From Gatekeeper to Information Curator: How Assistants Can Leverage Data to Empower Decision-Making

Mon, 07 Oct 2024 14:44:53 GMT

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!

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

Is Multitasking Really a Superpower?

Sat, 05 Oct 2024 16:05:55 GMT

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.

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

Ethical Considerations and Confidentiality in the Assistant Role

Sat, 05 Oct 2024 15:53:48 GMT

This article is part of a series published on our LinkedIn account by guest writers. Today's article was written by Gina Theofilidou, Member IMA Greece on 6th August 2024.

One of the most critical aspects of this role is managing ethical considerations and confidentiality. From my experience as a personal assistant, particularly during an acquisition, I have seen firsthand how essential these principles are.

Ethical behavior and confidentiality are cornerstones in the assistant role and more about than following a set of rules; it involves embodying honesty, transparency, and respect even when faced with difficult choices.

Here are key things to consider:

Safeguarding personal and proprietary information from unauthorized access.

Knowing what information should remain confidential.

Upholding non-disclosure agreements and internal policies is not only a legal obligation but a fundamental ethical practice.

It is important to build a culture of trust. How you do that:

By clear communication where confidentiality and ethical behavior are prioritized.

By continuous education, meaning staying informed about best practices in data protection and ethical practices.

By using the supportive policies of the organization like clear guidelines and systems that empower you to uphold ethical standards and confidentiality.

As the business world continues to evolve, the emphasis on these principles will only grow, reinforcing the indispensable value of ethical and confidential conduct in the assistant role.

My Pro Tips:

Always use secure methods for sharing sensitive information. Encrypted emails and secure messaging apps.

Participate in regular training sessions on data protection and ethical practices to stay updated on the latest standards and regulations.

Create a clear protocol for handling confidential information. This should include guidelines on document storage, access controls, and procedures for reporting breaches.

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

Cybersecurity for Executive Assistants; Protecting Sensitive Information

Sat, 05 Oct 2024 14:55:21 GMT

This article is part of a series of articles published on our LinkedIn account by guest writers. Today's article is written by Paola Castagno, IMA Spain on 20th August 2024.

In today’s digital landscape, cybersecurity isn’t just a tech issue—it’s a business imperative. Executive Assistants, in particular, play a vital role in this, as they often handle some of the most confidential company information. Whether it's financial data, private emails, or strategic plans, the information in your hands is valuable and vulnerable. That's why understanding and practicing good cybersecurity measures is essential for us.

The Cyber Threats You Need to Know About

Being aware of the different types of cyber threats is the first step in protecting your organization:

Phishing: You’ve likely seen this—a convincing email or message that looks like it’s from someone you trust, asking for sensitive information. It’s one of the most common attacks, and it can be hard to spot.
Malware and Ransomware: Imagine losing access to all your critical documents because of a malicious software attack. That’s what malware and ransomware do, making it crucial to keep your systems protected.
Social Engineering: Sometimes, the threat comes from someone pretending to be a colleague or authority figure to trick you into giving up confidential information. It’s not just about tech; it’s about being cautious and verifying requests.
Data Breaches: Weak passwords or lack of encryption can lead to unauthorized access to sensitive information, causing massive security breaches.

Consider this: You receive an email that looks like it’s from your CFO, asking for sensitive employee data under the guise of a routine audit. It seems legit, so you comply—only to realize later it was a scam. This kind of breach could expose personal information and damage trust across the organization.

AI-Driven Cyber Threats: A New Challenge

We’re now seeing cyberattacks that use artificial intelligence to make scams even more convincing:

Deepfake Voice Impersonation: Imagine receiving a voicemail that sounds just like your CEO, but it's AI-generated. Always verify calls from unusual numbers, especially if the request seems off.
AI-Generated Emails: AI can now mimic an executive’s writing style to create emails that seem legitimate but are designed to steal money or information. It’s more important than ever to double-check unexpected requests.

How to Protect Your Organization: Practical Cybersecurity Tips

Here are some straightforward practices you can adopt to help safeguard your company’s sensitive information:

Stay Educated: Keep up with the latest cyber threats and ensure you’re trained to spot them. Regular cybersecurity training isn’t just helpful—it’s necessary.
Use Strong Passwords: It sounds basic, but using unique, strong passwords for different accounts and enabling two-factor authentication (2FA) can make a big difference.
Protect Sensitive Data: Encrypt important documents and use secure platforms for sharing information. Follow your company’s policies on how to handle sensitive data to keep it safe.
Control Access: Make sure that only authorized people can access certain information. Have clear policies about using personal and mobile devices for work.
Use Security Tools: Ensure you have antivirus, firewalls, and secure document management platforms in place. And don’t forget to regularly back up your data and have a recovery plan ready.

Cybersecurity Policies: Why They Matter

Having clear, well-communicated cybersecurity policies is essential. As an executive assistant, you should be well-versed in these policies and help ensure they’re followed. Regular reviews and audits of security practices can help identify weak spots and make your organization more resilient.

In Summary: A Shared Responsibility

Cybersecurity isn’t just the IT department’s job—it’s something we all need to be concerned about, especially those of us handling critical information. By staying informed and following best practices, you can play a crucial role in keeping your organization's data safe.

I encourage all executive assistants to make cybersecurity a priority. Keep yourself updated on the latest threats, and don’t hesitate to promote a culture of security within your team. Small, proactive steps can make a big difference in protecting sensitive information.

If you’re interested in learning more, consider taking online courses, reading specialized blogs, or attending seminars on cybersecurity. Let’s work together to keep our digital spaces secure and our organizations strong!

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This article is written by Paola Castagno, senior EA and member of IMA Spain.

Trafo Baden - "I" for Internal Comms (Event Team)

Sun, 29 Sep 2024 14:27:46 GMT

Blog from Trafo Baden

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

In this edition, we explore the essential role of Internal Comms (Event Team) and how it can make or break your event's success. Discover practical tips for keeping your team aligned, using real-time communication tools, and ensuring smooth operations before, during, and after the event. Learn how effective internal communication within your Event Team can lead to flawless execution and a great experience for your attendees.

Read blogpost here

Stepping into the Role; A New Assistants Journey

Sun, 29 Sep 2024 13:53:19 GMT

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

I heard him speaking quickly in English with an Italian accent, trying to decipher what he was saying. I was totally lost.

As a PA and Business Management Coordinator, I was in my first management meeting, taking minutes in my new job. It didn’t help that he was using jargon and abbreviations I had never heard before. In fact, I didn’t know much about the industry I had just started working in. Adding language barriers and cultural differences into the mix didn’t exactly help. Have you ever experienced the same?

Many believe working as a PA/EA is something you can do anywhere because the tasks are the same. But is that really true?

Can you jump into a new role like that and work as if nothing has changed? Maybe if you’re an accountant, that might be the case - you don't necessarily need to know about the industry to do your job. But in today's world, I wouldn’t say an EA can perform effectively without first understanding the industry. How can we help our leader(s) without that knowledge? I can’t write good minutes without knowing what I’m writing about. I can’t help decide what is important for my boss until I understand why it is important.

To be able to do that, I need to learn about the industry I’m working in, the market, the stakeholders, the customers, trends, and finances. It’s no longer just about coordinating travel or handling typical secretarial tasks. It’s so much more!

Right now, I am working hard to immerse myself in learning about the industry. As I begin to understand the discussions in meetings, my confidence grows. I can anticipate my boss’s needs, provide valuable insights, and even suggest strategies that are appreciated by the team. I become more than just an assistant; I become a trusted partner in the business.

This transformation doesn’t happen overnight. It requires a lot of effort, curiosity, and dedication. I’m trying to read industry reports, attend webinars, and network with industry professionals. The more I learn, the more I realize how critical knowledge is in our profession.

As EA/PAs, we have a unique position that allows us to be the linchpin between various departments and leaders. We can bring immense value to our organizations by being proactive, knowledgeable, and strategic. Our roles have evolved from being mere administrative support to being integral parts of the leadership team.

It’s time we take pride in our roles and push for the recognition we deserve. We are not just assistants; we are essential to the smooth operation and success of our companies. So, let’s embrace this evolution and continue to strive for excellence.

Have you faced similar challenges in your role as a PA/EA?

How did you overcome them, and what steps did you take to elevate your position within your organization?

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Today's article is penned by Eva Finseth, Personal Assistant at Stack Infrastructure and chair of IMA Norway.

Boosting your skills - You can master something new if you are passionate about it, not if you are indifferent to it.

Christina Kragh — Tue, 03 Sep 2024 07:36:23 GMT

This article is part of a series of articles published on our LinkedIn account by guest writers. Today's article was written by Julia Schmidt, Executive Assistant and member of IMA Norway.

I am constantly seeking new opportunities to learn and expand my skill set. To be effective in my role as an Executive Support Professional, I need to stay ahead of the game.

New skills take work; they require dedicated time, effort, and investment. In pursuing reskilling, relearning, and preparing to work alongside emerging technologies, we must acknowledge that the learning journey will be challenging, disruptive, and rewarding. So, how can you wisely create a skill-learning strategy that ensures you are ready for both the present and the future of work?

In my experience, half of my skill and knowledge development comes from on-the-job experiences, combined with a strong determination and the ability to allocate time specifically for learning. I often set aside dedicated time slots in my calendar for skills development, in the same way as I can find "impossible" available time slots in my manager's calendar when necessary. Creating time in our own busy schedules often requires sacrificing, condensing or delegating other tasks.

I recall when I decided to improve my Spanish language skills many years ago. I adjusted my daily habits, going to bed earlier and waking up at five o'clock every morning for three months. This 60-minute daily extra time in my routine earned me high proficiency in Spanish and a certification which later led to me obtaining my first permanent long-term job in Norway.

More recently, when I sought to enhance my technology skills, I enrolled in a Prompt Engineering course online. To complete the course on time, I studied for 90 minutes each weekday evening and dedicated four hours on weekends. After three weeks, I had a new certification and skill added to my portfolio.

We all know that time is perishable: what we lose, we can't regain. But time can also be flexible, if we can manage to adjust our schedules to allocate time for our ambitions.

If time isn't the obstacle to acquiring new skills, what else could hinder the process? For some of us, it could be procrastination, poor coaching or guidance, a lack of self-motivation, or even incorrect estimation of the actual time required. Additionally, those with young children and significant home responsibilities may find it particularly challenging to balance career up-skilling with their other commitments. All of these obstacles can be overcome.

So, do you have a burning desire to learn new skills?

Then take control of your professional growth today. Identify a skill you are passionate about, carve out dedicated time in your schedule, and pursue your learning journey with determination. Remember, the investment you make in yourself now will pay dividends in your future career.

This article is penned by Julia Schmidt, Executive Assistant and member of IMA Norway.

Trafo Baden - "G" for Guest List

Christina Kragh — Fri, 02 Aug 2024 10:02:22 GMT

Blog from Trafo Baden

Welcome to our A-Z series on event planning, where we're exploring the world of crafting unforgettable experiences for your guests.

Today, let's look into "G" for Guest List and how managing your attendees can truly elevate your business event game.

Read blogpost here

You should have been an active participant instead of just staying in the background

Christina Kragh — Wed, 31 Jul 2024 09:53:09 GMT

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

"You should have been an active participant instead of just staying in the background. You worked hard behind the scenes; you should have enjoyed the event, too."

Recently, after a big professional event that I helped organize, I received this eye-opening feedback.

This feedback really hit home.

Too often, we, as management assistants, make ourselves invisible. We focus on the logistics, the seamless execution of plans, and ensuring everyone else's needs are met, often at the expense of our own visibility and recognition.

We might think we don't deserve the spotlight, that we are not on the same level as other professionals because we are "just organizing."

But why should we remain hidden? Aren't we integral to the success of each accomplishment?

Our roles demand skills in management, attention to detail, and initiative that many top executives rely on daily.

It's time for a shift in perspective. It’s time we step out of the shadows with pride.

We need to be visible, show our contributions, and take pride in our achievements. We did this—and we deserve recognition!

If we want the role of executive assistants to be recognized as the professional powerhouse it truly is, those of us who bear the title must lead the change. We must step out, not just at events, but in every aspect of our professional lives.

Show up not just as supporters but as key players. Make your voice heard, share your ideas, and show how valuable you are.

So, I challenge my fellow EAs: next time, don’t just facilitate – participate.

Claim your space.

Be seen.

Be proud.

You are not just organizing; you are making things happen.

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

Is your 'to-do' list getting longer while your time is getting shorter?

Christina Kragh — Mon, 15 Jul 2024 13:50:39 GMT

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

As executive and management assistants, we often find ourselves in the service of others, constantly striving to be helpful and to please. We naturally go the extra mile, driven by our dedication to support and facilitate.

In our roles as executive and management assistants, we're wired to be helpers—to assist, facilitate, and enable. It's part of our job description to ensure everything runs smoothly and everyone is supported.

However, our eagerness to assist can sometimes lead us to take on too much. Have you ever felt overwhelmed, finding yourself on the edge of burnout? How is that helpful to us or the companies we serve?

Setting boundaries is crucial, not just for our well-being but for maintaining our effectiveness. It's about managing our workload so we can handle our responsibilities without compromising our health.

I know saying "no" can be tough; I struggle with it too.

At a recent time-management course, I received some game-changing advice from a seasoned expert, Ingrid Dietrichson. She suggested, "Before you respond to any request, give yourself two hours. Whether it's a work task or a personal favor, taking this time helps you evaluate if it aligns with your priorities."

And remember, if someone demands an immediate answer because 'it's urgent,' consider that a red flag. Chances are it’s a demand, not a request—and that’s a situation where saying "no" is not only justified but advised.

Very few things are as urgent as they seem, but your health and well-being? They are always the most important.

So, next time you're asked to do something, take a moment. Reflect. Does it fit with your priorities?

If not, IT IS OKAY to say no. Protecting your time is protecting your health, and that’s something we can't afford to overlook.

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

You have my 100% trust

Christina Kragh — Mon, 08 Jul 2024 13:25:32 GMT

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

I didn’t expect those words.

A month ago, I had my first meeting with my new boss. I was a little nervous because I was now a PA to a leader who isn’t Norwegian. He doesn’t even live in Norway. He lives in Italy. I hadn’t chosen him; I was selected in the new company restructure. The very first thing he said to me was that he trusted me from the start.

I felt an immense sense of relief.

Trust isn’t always a given. In Nordic culture, it’s common to start with 100% trust. In many cultures, you start with 0% trust and earn it. You need to deserve it.

Trust is personal. I may trust you, but you may not trust me in return, or vice versa. It’s a complex human experience, yet one of the most important elements of a successful EA and CEO partnership.

If trust is absent between the EA and CEO, it can adversely affect the organization. If trust is absent between two individuals who work as closely as a CEO and EA do, then how might that look to the rest of the organization?

I’ll answer for you: not great.

As an EA, you need trust from both sides: from your CEO and from your organization. Without trust, your effectiveness diminishes, and your role becomes harder to navigate.

Building and maintaining trust involves clear communication, reliability, and a proactive approach.

So how do you maintain trust?

Brené Brown addresses this in "Atlas of the Heart". Outlining 7 elements of trust, captured in the acronym BRAVING, that provide a comprehensive framework to build and maintain trust:

Boundaries: Ensure boundaries are clearly outlined and respected. If boundaries are unclear, ask. Disregarding boundaries can severely damage trust.

Reliability: Do what you say you’re going to do. Show up consistently and predictably. Reliability builds credibility.

Accountability: Take ownership of your role and responsibilities. Own your mistakes, apologize, and make amends. Mutual accountability strengthens the partnership.

Vault: Maintain confidentiality. Be the vault for your CEO and vice versa. Trust can only be built if sensitive information is kept confidential.

Integrity: Choose what is right over what is comfortable or easy. Align your actions with your values. Integrity is crucial for building trust.

Nonjudgment: Be able to ask for what you need and offer the same to others without judgment. Discussing boundaries and burnout openly can prevent resentment and toxicity.

Generosity: Extend generous interpretations of intentions and actions. Approach situations with curiosity, not judgment. Generosity fosters a positive and trusting environment.

With a common framework for trust, you can discuss with colleagues and CEO what areas need work to build more trust.

Have you faced challenges in building trust in your role? How did you overcome them?

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

The definitive board meeting guide for administrators

Christina Kragh — Thu, 13 Jun 2024 14:57:48 GMT

This is an article from our gold partner iBabs

Board meetings are the lifeblood of a successful business. They shape the future strategy of the company, the unique approach to execution, and the response to up and coming risks. Unfortunately, in many cases, board meetings are not as productive as they could (and should) be.

As recently as 2019, strategy experts Ernst & Young found that more than a third of corporate leaders felt that developing “better engagement around strategy development and monitoring of strategic execution” was still the biggest challenge they faced. This shows why companies need to make the most of the opportunities they have when they convene the board together.

Read the entire article here

Elevating Personal Assistants as Game Changers from a Global Perspective

Christina Kragh — Tue, 21 May 2024 10:15:41 GMT

This is an article from our partner Assist-Me.

In the fast-paced global world, the role of the Personal Assistant (PA) is dramatically evolving, transcending traditional boundaries and becoming an essential game changer in professional and personal spheres. Personal Assistants are now crucial strategic partners empowering C-Level Executives, Private Individuals, and Families with tailored support and unique solutions across international landscapes.

The transformation into this role began 25 years ago when Ingrid and Daniella, former Executive Assistants, stepped into an entrepreneurial journey, leveraging their experiences to serve a diverse clientele both domestically and internationally. Their journey has been marked by forging strong international networks, which are now instrumental in enhancing the capabilities of PAs worldwide.

A-Me, the platform founded by Ingrid and Daniella, is at the forefront of this transformation, viewing PAs as Local Strategic Partners who navigate complex global demands. This vision is executed through a network that not only enhances the professional skills of PAs but also enriches their personal growth and entrepreneurial spirit. At A-Me, PAs are empowered to manage their agendas, tasks, and income, connecting with exceptional international clients and expanding their professional horizons to become the PA Gamechanger.

The service range at A-Me is extensive, from organizing bespoke travel experiences to crafting unique local holidays and events, all tailored to meet the sophisticated needs of Busy Wealthy People (BWP). This approach ensures that PAs provide unparalleled support and personalized attention, making every interaction worthwhile to their indispensable role in the global service industry.

As the PA profession continues to evolve, their role is no longer just supportive—it is strategically transformative, making PAs integral to shaping the future of top-tier global services. For those looking to redefine their professional journey and excel beyond traditional roles, A-Me presents a golden opportunity to become game changers in a truly international setting.

Want to join this revolutionary platform, visit www.a-me.nl

Robert’s Rules of Order: Simplified Beginner’s Guide

Christina Kragh — Fri, 17 May 2024 06:33:21 GMT

An article from our gold partner iBabs

Robert’s Rules of Order, also known as Robert’s Rules or RONR come from a book written by Henry Martyn Robert. Originally published in 1876, there have been 12 editions since with the latest up to date version published in September 2020. Henry Robert himself completed the fourth revised edition before his death in 1923.

The procedures in this manual were created to conduct orderly parliamentary meetings and considering the rights of:

The majority
The minority (especially if bigger than a third)
Individual members
Absentee members
All groups together

Today, RONR is the most commonly-used book on parliamentary procedure in the United States, gaining more and more popularity all around the world.

...

What are Robert’s Rules of Order?

Generally speaking, RONR is a set of strictly defined procedures that can be applied to many meeting situations. The premise is that a chairperson allows everyone to voice their opinions, and everyone is seen, heard and considered.

As the 11th edition of RONR says,

"The application of parliamentary law is the best method yet devised to enable assemblies of any size, with due regard for every member’s opinion, to arrive at the general will on the maximum number of questions of varying complexity in a minimum amount of time and under all kinds of internal climate ranging from total harmony to hardened or impassioned division of opinion."

Today, Robert’s Rules are used for:

Parliamentary rules and proper procedures
Bringing discussions to closure
Making informed decisions in a formal setting
Dispute resolution

These can be applied to most meeting situations from PTAs to large-scale board meetings.

Read the entire article here

Trafo Baden - E for Event Type – Navigating the Diversity of Occasions

Christina Kragh — Mon, 13 May 2024 10:55:28 GMT

Blog from Trafo Baden

Welcome to our A-Z series on event planning, where we're exploring thoroughly into the world of crafting unforgettable experiences for your guests. Today, let's explore "E" for Event Type and how understanding the diverse occasions can truly elevate your event game.

Understanding the Diversity of Event Types

Event planning isn't a one-size-fits-all affair. It spans a vast spectrum, from seminars and trainings to product launches, award shows, employee events and many more. Each type comes with its own flavour, audience, and objectives, so grasping the essence of each is fundamental to your success.

Read blogpost here

Trafo Baden - 'D' for Decoration!

Christina Kragh — Sun, 21 Apr 2024 16:43:25 GMT

Blog from Trafo Baden

Prepare for the next chapter in our 'Event Planning A-Z' series! This time, we're diving into 'D' for Decoration! From tackling challenges to crafting immersive atmospheres, explore how subtle elegance can elevate your events. Get ready for insights on overcoming obstacles, creating memorable experiences, and transforming your events with the power of decoration!

Read blogpost here

IMA Sweden fundraising for Childhood Cancer Foundation

Christina Kragh — Mon, 01 Apr 2024 15:32:23 GMT

On March 18, IMA Sweden held a meeting with an important message "Children & Cancer do not go together" and we initiated a fundraising.

We had a journalist from Executive Effect (a web based news letter/web page for EAs in Sweden) there, and she wrote an article about it - see here IMA:s träff hos Barncancerfonden gav tillskott till insamling - Executiveeffect. You can see the translated article text here.

Image borrowed from the article published on www.Executiveeffect.se

Interview with Sofie Koark, Executive Vice Chair of IMA Global, stepping down in October 2024

Christina Kragh — Tue, 19 Mar 2024 15:11:04 GMT

Driving Success Amidst Uncertainty: Sofie Koark Reflects on Four Years as IMA's Executive Vice Chair

At the heart of global professional networking, the position of Executive Vice Chair holds a unique blend of responsibility and opportunity. Over the past four years, Sofie Koark has held this important position within IMA, guiding endeavors and international events. With her term drawing to a close, we caught up with Sofie to chat about her journey leading IMA. Join us as we delve into Sofie's proudest moments, toughest challenges, and the valuable lessons she's learned along the way.

Can you share with us some of the key initiatives you've led during your tenure as Executive Vice Chair of IMA?

As Executive Vice Chair I’m responsible for the training and education program of the Association. That includes all the international events. Since we have two huge events every year in different IMA countries - the International Training Day (ITD) in the spring and the International Annual Conference (IAC) in the autumn - it is the main focus for me. Having our first conference outside Europe, in Cape Town, South Africa was unforgettable! In addition, we have our regular international training webinars and various cooperations with training partners.

Looking back over the past four years, what accomplishments are you most proud of?

I’m most proud that we navigated IMA through the pandemic and into the new normal. It has been challenging financial years, and I am proud that we have managed that successfully and handled all the events. We also executed great online and livestreamed events. I’m also proud that we sourced a new Professional Conference Organizer (PCO) in 2023, Ursula Wartha/Strictly Business, that has brought a lot of expertise in financial management that has helped us to be more in control of the events.

How has your role in IMA affected your work? Have you learnt things in IMA that you have applied in your job as an executive assistant?

Yes, project management, event management, board work and people skills. In this role I am a leader, I set the direction, and I must make the overall decisions which I enjoy. I have also developed my communication skills.

What inspired you to take on the role of Executive Vice Chair, and how has your vision for the organization evolved during your time in this position?

I wanted to develop myself to drive results, getting a valuable understanding of how to run a complex international organization, and how to cooperate successfully with many different stakeholders. I believe IMA has a great foundation to build on for the future. It is based on engaged members, and we need to follow the times and make sure that we always stay relevant and provide value to members. Our mission is to connect and engage peers within and across borders and empower our members to excel.

In such a dynamic role, what strategies did you employ to navigate challenges and maintain momentum?

I drive things forward and I like to discuss my way through challenges, getting several perspectives and experiences on the matter and including people in the solution to keep everybody engaged. I guess it is the Swedish way – to build consensus!

Could you highlight a particularly challenging moment or decision you faced as Executive Vice Chair, and how you overcame it?

In 2020 we had to cancel and postpone events and that was a very tough and difficult decisions, not knowing how long the pandemic would last. I decided to only do digital events during 2021 and it turned out to be the right decision. After 2021 we launched our ITD in Luxembourg scheduled for the spring 2022 at the same time that the pandemic came back with the omicron virus! So, the whole event was very uncertain and impacted but we did manage to have it hybrid the end and in a responsible manner.

Then we launched the IAC in Helsinki scheduled for Autumn 2022 at the same time as Finland’s neighbor Russia suddenly started a war in Europe! Finland then quickly applied for a membership in NATO and we were very uncertain if people and sponsors would dare to come to our event, or what was going to happen next. When working with international events anything can happen, and that you need to be prepared for. I have had many nights worrying about our events and finances and trying to come up with creative solutions.

As you prepare to step down from your position, what advice would you offer your successor?

To invest time and energy into creating great and rewarding working relationships with the Executive Committee, the event Project teams, our PCO, and partners. Teamwork makes the journey fun!

How have you fostered collaboration and teamwork within IMA during your time as Executive Vice Chair?

I always try to bring positive energy. I’m results-oriented and whoever has the best solution I am happy to go along with. I try to adapt and make sure people feel appreciated to not lose motivation. I am always reachable and quick to reply to move things forward. I am ambitious and I work hard with several IMA meetings in the evenings most weeks.

Can you share any memorable moments or milestones that stand out to you from your time in this role?

The first-time meeting together at an international event in spring 2022 in Luxembourg after two years of only online meetings was fantastic! We were all in a party mood and we felt the bars closed too early! I also really liked the IMA Sustainability challenge we did twice together with our partner Deedster where we learned how our daily choices can impact the climate, and competed together cross-borders though a digital tool. Gamification is a great way to create engagement and learn new things.

Looking ahead, what do you see as the biggest opportunities and challenges for the organization?

I think when you belong to an association you have to step up at some point and contribute, to give back to the community. An association is based on volunteers and it can be challenging to find people to fill the open positions. Even though it is a lot of work it is so rewarding and you will expand your network and get so much value in return!

As you transition from this role, what personal or professional goals do you hope to pursue next?

After four years in an international role and six years in a national IMA Sweden role on top of my fulltime normal job as Executive Assistant I will definitely enjoy having some more free time!

Finally, what message would you like to convey to the members of IMA as you prepare to step down from your position?

That IMA’s future depends on you and that together we can accomplish so much for our fellow Management Support Professional around the globe and elevate the role! Making sure that we learn the latest skills to be in demand in the market. “Ask not what IMA can do for you, but what you can do for IMA” haha. Step up and apply for an open IMA position to develop yourself professionally, you will not regret it!

Interview by Annika Hedström, IMA global social media team

Taking Significant Steps Towards More Inclusive Workplaces: Empowering Assistants

Christina Kragh — Fri, 08 Mar 2024 12:58:28 GMT

Under the theme of "Inspire Inclusion," let's highlight the revolutionary role that assistants play in ensuring that workplaces are more equitable for all employees on International Women's Day, 2024. These professionals, the majority of whom are women, are the unsung heroes who keep organizations running smoothly, inspire teamwork, and support bold leadership initiatives. Rewarding them appropriately involves more than just giving them a pat on the back; it also entails raising their financial game, appreciating their diverse skill set, and guiding them toward the major decision-making tables.

Acknowledging Assistants' Economic Intelligence

Recognizing the financial value of assistance is essential for an organization to run successfully. Even though they are vital, they frequently make unjustifiably less money than their male colleagues. Reducing this difference in compensation and valuing their multitasking nature will help them become financially independent and gain the respect they deserve.

Enhancing Diverse Membership in the Support Team

To truly be inclusive, a diverse range of skills must be added to the pool of assistants. They represent a company's ideals and infuse the mixture with its unique hint. Achieving this requires expanding the pool of potential applicants, providing chances for skill development, and fostering an environment where everyone feels included. Companies can then generate new concepts and experience sustainable growth.

Increasing Assistants to Upper Levels

Assistants have a vital function, although they are rarely seen in authority positions. Let's make a shift this International Women's Day by encouraging assistants to become more capable leaders. We can begin to populate the leadership pool with a more dynamic and diverse group of people by offering mentorship, leadership training, and clear career ladder ascent opportunities.

Building a Workplace that Gets Assistants
Creating an environment that benefits all parties involved—assistants included—is the true meaning of inclusivity. Their knowledge of workplace dynamics makes them invaluable in the creation of accommodating work arrangements, comfortable workspaces, and all in between. Organizing a workstation with assistants in mind can boost output and foster a culture that is truly inclusive.

Final Thoughts

Let's celebrate the powerful role of assistants on International Women's Day and continue to work to ensure that they are recognized, taken seriously, and given opportunities to advance. Not only are we improving the lives of assistants, but we're also laying the groundwork for a more varied and prosperous future by recognizing their economic contribution, embracing their unique abilities, giving them the opportunity to assume leadership roles, and creating an environment that truly understands them.

“Empowering assistants is not just about acknowledging their role behind the scenes; By investing in their growth and giving them a voice, we're not just enhancing their careers—we're transforming our organizations for the better”.

Gina Theofilidou

Chair IMA Greece

Virtual Support Professional – Your Distance Assistance

TECcompanion: Driving IMA Success Through Tailored Microsoft Solutions

Christina Kragh — Tue, 27 Feb 2024 19:19:40 GMT

By Annika Hedstrom, IMA global social media team

As an organization, IMA is dependent on having vendors who understand our needs and recognize that our members on the Executive and National Committees are working with IMA in their spare time. We are privileged to work with TECcompanion, who manages the Office365 suite and related services for us. In this interview with Jeannot Muller, Co-founder of TECcompanion GmbH, you will get a chance to get to know this small, agile tech company based outside of Munich, Germany.

Thank you for taking the time to speak with us, Jeannot. To start off, can you tell us about the unique approach TECcompanion takes in providing Microsoft support for IMA?

- Absolutely. One key aspect is our licensing model. Since we're a Microsoft partner, our pricing aligns with the official Microsoft price list. There's no extra cost for customers; they just need to order through us. We receive royalties directly from Microsoft, however not for IMA accounts as Microsoft sponsors these for not-for-profit organizations. ensuring a seamless experience for our clients.

This business model is no different from other cloud service providers, but it's crucial for us that support doesn't end with the purchase of licenses. Licenses can be compared to memberships at a fitness club, where you might forget to cancel or explore new products and better terms. We see ourselves as fitness club managers who don't hesitate to inform our customers about new and more affordable options, for instance, by analyzing their past usage patterns.

That sounds straightforward. What sets TECcompanion apart in terms of services and expertise?

- My business partner, Marcel Schaller, and I come from corporate backgrounds, holding CxO positions. Our forte lies in programming and IT consulting, focusing on crafting individual solutions that automate repetitive tasks, such as office automation and intranets.

Impressive. How does TECcompanion address the needs of businesses, particularly smaller businesses?

- Our specialization extends to Microsoft Server in the Azure cloud, a boon for companies lacking a substantial in-house IT department. Unlike larger competitors targeting firms with 50+ employees only, we cater to smaller businesses. We also provide Infrastructure-as-a-Service (IaaS), offering MS or Linux servers in the cloud, complete with backups and restoration support. Of course, these IaaS models can as well be extended to a full managed Platform-as-a-service product. It is solely up to the customers and their needs.

Our strength is mainly built on three pillars.

First, we assist customers in finding the best price solution for their individual ”cloud suite“, while also regularly adjusting it (downscaling or upscaling).
Second, we provide guidance on security challenges like encryption, backup, monitoring and security solutions, which is becoming increasingly important in the current geopolitical climate.
Thirdly we are able to develop secure and efficient individual solutions where needed.

It's great that you consider the needs of smaller enterprises. How does TECcompanion handle support for a voluntary organization like IMA?

I think we are comparatively very flexible in finding fair solutions, especially for small companies and for NPOs. However, the reality is that our customers should ideally comprehend our circumstances as well and recognize that we cannot provide everything for free.

Recognizing that IMA members often work during their spare time, we extend our support beyond regular office hours. We understand the unique demands of their schedules and aim to be flexible and accommodating.

Your commitment to IMA members is evident. Lastly, can you share how TECcompanion has grown and the role word of mouth has played in your success?

- We've always valued organic growth through word of mouth. While we have our limits, we're open to seizing opportunities to assist IMA members. Our extensive international network allows us to find suitable partners if needed, ensuring our clients get the best possible support.

Could you share a success story or a notable project where TECcompanion made a significant impact on a client's operations, demonstrating the effectiveness of your tailored solutions?

We maintain strict confidentiality regarding our customers and their activities. Our strength undoubtedly lies in our ability to successfully guide customers into the cloud, particularly those who previously found "everything with IT" to be a major obstacle.

Last but not least, we have certainly been able to help many customers outsource smaller processes to an internal intranet when proven processes cannot simply be used for various legitimate reasons, such as outsourcing to MS Teams.

Given the global reach of TECcompanion, how do you navigate and address challenges related to cross-cultural communication and varying business practices when working with clients from different regions or industries?

We have certainly benefited from our experience of how “brutal” translations from German into other languages can be for readers from other countries ;-).

Since we often communicate via tickets and in written forms for efficiency reasons, the interpersonal aspect is unfortunately missing. In this respect, emojis are not only colorful, but a real blessing, even if they are frowned upon in a business context in Germany, for example. ;-)

And last but not least, that's likely why we maintain a modest website and aren't especially active on social media. Tastes vary across countries, so we prefer to concentrate on our core business.

Thank you so much for your time today, Jeannot!

Interested in connecting with Jeannot and TECcompanion?

Please take a look at their website https://teccompanion.com/ or write to jeannot.muller@teccompanion.com

iBabs explains - Robert's Rules of Order: The Meeting Agenda Simplified

Christina Kragh — Thu, 25 Jan 2024 07:55:56 GMT

This article is from iBabs - our Gold Partner

In the 1870s, Henry Martyn Robert — an American soldier and engineer — created Robert's Rules of Order. Initially intended as a way to run church meetings, Robert’s Rules were, at first, inspired by the senate procedure at the time. Now, it’s the most widely-used rulebook for the parliamentary procedure in the United States. But many organisations around the world also use it for their committee meetings and board meetings.

Read the article here

Trafo Baden - "C" for Communication

Christina Kragh — Sun, 14 Jan 2024 11:35:46 GMT

Get ready for our next instalment of our “Event Planning A-Z”. This time round it’s “C” for Communication!

From understanding communication to challenges and the various stages of event comm, discover how strategic communication connects event planners and attendees.Get ready for insights on overcoming challenges, boosting attendance and supporting an unforgettable event journey.

Mentoring in the era of AI: IMA Spain new adventure

Christina Kragh — Fri, 12 Jan 2024 08:00:00 GMT

AI is here to stay. Undoubtedly. Some think this is a profession to fade away in a few years, others think that AI will be a sole companion within the Admin Professionals journey.

Written by Isabel Garcia, IMA Spain

Whereas some think this is a profession to fade away in a few years now as AI will impose and will make evident the redundancy of Admin support, others think that AI will be a sole companion within the Admin Professionals journey - being a support to be more time-efficient, to run tasks with more accuracy, to help with proposals of a wide range of templates, texts, or even ideas to start drafting a presentation.

Yes, all that seems to be true, but still, no one has yet dared to say that AI is going to emulate our soft skills and individual capabilities arisen from a combination of our knowledge, our naturally born skills, and our experience. That “thing” that makes us all unique even if sharing the profession of Management Support Professionals.

AI will indeed help and be a great colleague to work with, however, the added value comes from us, the Assistants, and that lays on how good we are and will be managing and putting into practice our soft skills and that uniqueness based on our individual capabilities.

IMA Spain AX (where AX stands for Assistants Xperience, inspired by the so well-known term UX, User Xperience).

IMA Spain AX is in fact a mentoring program that will be run internally with our own resources, as well as led by one of our IMA Spain members, Elena Miralles, who counts with a long experience being an Executive Assistant within the Pharm Industry, Office Manager and in charge of the onboarding of new staff members with regards to the organization, administration and functioning within the company teams. Within her role, Elena is frequently appointed as “buddy” for new joiners, especially those who have less experience within the Management Assistant profession and represents a great support for them.

When we proposed the project to Elena, she immediately embraced the idea, however, we let the idea settle for a while to be sure this is something doable on our own.

Fortunately, the time arrived to start shaping what we understood should be done within this program, and the first thing we did was to identify what sort of “users” we would have and what could be the different necessities they could have.

After a thorough brainstorming session, we came down to the conclusion that we needed to create this Mentoring Program divided into 3 main streams:

Stream 1: Self-Assessment

This is a 4-month program meant to evaluate where the mentee stands with regards to his/her/their package of soft kill using a professional tool, then define a route for the mentee to improve any skill and at the end of the 4 months, a new self-assessment will be done to evaluate the progress.

Stream 2: “I’m your buddy!”

This stream aims at naming a "buddy" within the organization to accompany the mentee during a longer time to help and support either a professional change, seeking for a promotion within their company, looking for a new position, or even to support the early stages of an Assistant within the professional path.

Stream 3: Collective mentoring

The IMA Spain AX team will conduct workshops during our in-person conventions + 1 more online. These workshops will be focusing on soft skills and will be linked to the topics discussed during the conventions and one more topic chosen with a comprehensive criterion to ensure a sound and beneficial session for all the participants.

The program kicks off officially in January 2024 where we will introduce it to the whole IMA Spain members, although we already had a first collective mentoring session during the 1st Assistants Convention in Pamplona on 25th November, where in groups, we worked on identifying the soft skills needed to overcome last minute issues that may appear at the celebration of an event or even, during its organization. This was a very effective and productive session where we could already note not only the teams’ opinions and findings, but also helped us identify different types of behaviors within the workshop teams.

The IMA Spain AX program aims at reinforcing the mentees and mentor’s skills, as we consider that this will be a shared learning experience for both. Furthermore, we consider that being part of IMA, in general, is a fantastic opportunity to receive trainings or the chance to participate in events organized by the National Groups or IMA Global, but also, it offers a unique chance to use the platforms and resources that the Association provides to contribute with our own experiences and like that, capitalize all the knowledge that we already have within our national groups. IMA Members need to start looking at IMA not only as the place to learn but also as the place to practice, a sort of “sandbox” to test different topics, disciplines, or capabilities to ensure we can deliver a high standard and high-quality service to the Management Teams. We believe that this IMA Spain AX could be a first step in the right direction to R-evolution.

The IMA Spain AX will be linked or will be the basis for most of our activities, namely, Social Media inputs, trainings to be organized, next Cross-Border events, and so on. This is a live program that will evolve while we evolve with it.

To hear more, please reach out to Elena Miralles.

Meet our new Executive Chair, Maria Cirillo

Christina Kragh — Tue, 05 Dec 2023 11:37:39 GMT

In this interview, we ask Maria about her background inside and outside of IMA, and we get to hear about what she will focus on as our new Executive Chair.

Click - and enjoy your read!

Trafo Baden - "B" for Budget Planning

Christina Kragh — Mon, 27 Nov 2023 14:39:04 GMT

Get ready for our next blog post as we deep dive into 'B' for Budget Planning in the “Trafo Baden Eventplanning A-Z” series.

From overcoming attendee count uncertainties to mastering Daily Delegate Rates (DDRs), we're breaking down the barriers to budget success. Stay tuned for exclusive insights, challenges, and expert tips to make your event financially flawless.

Click here to read more

My first experience with IMA changed my work life

Christina Kragh — Mon, 20 Nov 2023 12:03:00 GMT

This article is written by our IMA Germany member Oya Karabulut.

My first contact with IMA was overwhelming for me, a huge thunderclap into a completely new perspective on my job. Today I go to work in a completely different way than before I met IMA.

My company Gleiss Lutz hosted an "Assistants' Networking Hub" at our Frankfurt office on 21 June 2023. My first thought was "motivational speaking doesn't make the job of an assistant any better". I've been working as an assistant in various law firms since I was 16 years old. My colleagues persuaded me to take part in the event and, I was proved wrong: motivational speaking makes every job better!

We were able to attend great presentations on key competences for the assistant of the future, skills in the context of "new work" and digital transformation, the "winning team" and the right attitude towards one's own role and the definition of one's own "WHY". This was followed by an interesting exchange of ideas and a chance to get to know each other at the after-work event. This was the first time I heard about IMA.

As part of this event, an annual IMA membership was raffled off, which was won by my dear colleague Christiane. I was incredibly happy for her because this enabled her to attend the international conference in Cape Town. When do you ever get the opportunity to travel from Europe to South Africa to attend a conference?

For personal reasons, Christiane wanted to give up her prize and - although we didn't even know each other - thought of me, for which I am very grateful. Without her, my trip to South Africa would not have happened in this form.

I spoke to my employer, who kindly gave me time off for the duration of the trip and then everything happened very quickly.

I arrived in Cape Town on the morning of 26 October 2023 after an almost 12-hour flight. That same evening, there was a welcome reception where I met wonderful people from so many different countries. I felt very comfortable and warmly welcomed from the very first second. The community is really very special and radiates warmth. I was able to meet so many interesting people from so many different countries. I was overwhelmed.

We had an exciting African evening in the Gold Restaurant and the get-together brought us even closer together. It was an unforgettable evening, which began with extensive drumming by all the IMAs and continued with a small performance by singers and dancers in very colourful costumes. Afterwards we were served many different dishes and at the end members of the staff sang for us on site.

The presentations on the following 27 October 2023 were incredibly interesting. I was able to take away so many insights and valuable approaches. Sonja de Wet guided us so wonderfully through this interesting day. She was wonderful.

Quinton Coetze - Business lessons from the wilds of Africa - Entrepreneur and Wildlife Conservationist

The first speaker with the most entertaining presentation of the conference for me, as he skillfully drew parallels to the need for cohesion and cooperation between people in the business world using many examples of the simple but very efficient coexistence of the San San, where he lived for a time. In many short film sequences, he showed how these people appreciate nature on the one hand and make use of the resources on the other, acting in a very sustainable way. The audience alternated between laughter and amazement during his interesting presentation.

Prof Thuli Madonsela - Shaping an ethical workplace - advocate and professor of law at Stellenbosch University

The soft-spoken woman has a strong professional background as a professor of law and was involved in drafting the new constitution on equal rights laws, equal treatment in the workplace and various post-apartheid constitutional laws, among other things. She spoke about the principles she has established in the world of work, which she also passes on to her students. As a single mother and former ANC member, she courageously took action against corruption in the country years ago.

Alinda Nortje - "Employee Engagement" - Founder and CEO of Free to Grow

The former social worker and community worker spoke about company culture. With her organisation, she wants to encourage and enable people in communities and organisations to realise and connect themselves. She did a learning exercise with us using Japanese numbers, which I found very interesting. “Free To Grow” now specialises in employee engagement and related learning and development activities.

Helen Monument - Chair: World Administrators Alliance

Helen Monument, who is well known to most IMAs, presented the Global Skills Matrix set up by the organisation, which is a good compass for assistants around the world on how to position themselves when applying for jobs, negotiating salaries and so on.

Ronald Samuels - Building Bridges - CEO: Botswana Insurance Life and author

His presentation about his own eventful and sometimes tragic story of his childhood and youth during apartheid touched me the most. He is the author of the book "The bitter olive", his biography, and based on extracts from it he taught us the following lesson:

In the end, it's not what happened to you that counts, it's what you do about it that matters.

In his presentation, he also spoke at length about the role of assistants and how we can achieve better results in our daily interactions through communication, mutual appreciation, cohesion and confidence in our own high value.

In the evening, the traditional gala dinner also took place in the Congress Centre with the theme "Denim and Diamonds". The hall was beautifully decorated and the tables were set in an unusual way. We danced for a long time and it was a very exuberant atmosphere, which also spread to the service staff.

What touched me the most was the immense solidarity and goodwill among all the participants. You rarely experience something like that in life. At least I do, working in the shark tank that is Frankfurt, where there is always a society of elbows.

My first contact with IMA was overwhelming for me, a huge thunderclap into a completely new perspective on my job. I am no longer just the little assistant who follows her boss's instructions. I am a key person, an ambassador between two worlds (I do build bridges!), my job is important and significant. Today, I go to work in a completely different way than before I met IMA. I am eternally grateful for that.

The event has massively boosted my self-confidence, my self-worth as an assistant. I feel like I'm an important link in the chain, having spent the last 25 years literally wandering through various offices in Germany. I am someone. And I am infinitely grateful for that.

My onward journey through South Africa only reinforced this feeling. I hired a car and bravely drove 2,557 kilometres along the Garden Route and Route 62 through left-hand traffic. I encountered many friendly and warm people and the most exciting animals. It broadened my horizons quite a bit and I am so grateful for this enrichment.

Oya Karabulut, member of IMA Germany

Trafo Baden - "A" for AV Services

Christina Kragh — Tue, 07 Nov 2023 17:02:09 GMT

This is the second edition of our platinum partner https://www.trafobaden.ch/enTrafo Baden's series on event planning.

"A" for AV Services, which play a pivotal role in ensuring your event is a memorable and engaging experience. However, along with their importance, AV Services come with their own set of challenges.

In this article, we dive into the world of AV services and explore how to overcome common hurdles.

Click to read more

Trafo Baden - The challenge of no-shows

Christina Kragh — Thu, 02 Nov 2023 16:55:07 GMT

This is the first article of 12 in a series from our platinum partner Trafo Baden.

In this first edition, we delve into conquering the notorious challenge of No-Shows.

Discover strategies, expert tips and effective solutions that will help to fill most seats.

Don’t miss out on optimizing your events!

Click to read more

iBabs explains - How to take executive session minutes

Christina Kragh — Mon, 30 Oct 2023 15:15:37 GMT

An article by iBabs - our Gold partner

Let’s take a look at what the process is with executive session minutes and how executive session minutes differ from taking board meeting minutes.

If and when the time comes to take executive session minutes, they must be treated separately from the minutes of the main meeting before or after which the executive session occurs.

This is a type of confidential meeting that doesn't tend to involve ‘outsiders’. In this case, outsiders are considered those that aren’t members of the board, such as staff or advisors, but this can vary. However, unless explicitly stated, minutes should still be taken to keep a record of the session.

iBabs explains - How to Stay on Top of Meeting Follow-Up Action Items

Christina Kragh — Mon, 25 Sep 2023 15:40:07 GMT

An article by iBabs - our Gold partner

Without a proper meeting follow-up structure, projects can take much longer to complete. Board members likely won’t be able to keep up with any meeting tasks without clear notes and due dates.

A meeting usually covers a lot of topics and discussions. So, it’s human to forget to follow up on quick actions made during its course. But if this issue persists, it can significantly hinder board productivity and waste everyone’s time and energy.

Without a proper meeting follow-up structure, projects can take much longer to complete. Board members likely won’t be able to keep up with any meeting tasks without clear notes and due dates.

So, how can directors and secretaries prevent this issue? A good approach is to note all action items in the meeting minutes and ensure their proper management. This simple change will make your meetings far more productive.

But that’s just the start — let’s explore the best ways to keep track of action items and ensure a sound meeting follow-up process.

What are meeting action items?

A meeting action item is any task that has been discussed and approved during a meeting. It could be simple, such as setting a time for another meeting, or more complex, requiring research and planning. In any case, the details and expected outcomes should be finalised during the task assignment and highlighted in your meeting notes and minutes.

An action item should be assigned to an individual or a team along with a responsible party. For example, creating social media posts should be assigned to the digital marketing team, while the marketing manager should be tasked with ensuring its correct and timely execution.

Their importance

Meeting action items allow projects to proceed faster. With a robust follow-up process and deadlines, everyone does their part to keep the momentum going.

Sometimes, action items follow a sequence — one task’s completion leads to the initiation of another. For example, if the sales team create a spreadsheet of their monthly activity and reasons for missing revenue targets, subsequent actions could include:

Setting up a formal meeting with the department head.
Organising a sales training session.
Researching new sales technology.
Creating performance scorecards to break down each member’s performance.

Examples of action items

Here are some examples of common action items that arise from a meeting:

Following up with a potential client, customer or prospect
Preparing a presentation
Exploring new tools and technology
Putting together the next board meeting agenda
Finalising a plan
Organising files and folders

How to optimise action item management

Here are the best ways to manage action items and ensure a sound follow-up structure:

Add clarity and detail

Keep every action item clear and detailed. For example, allocating a task with just a title, ‘Prepare sales presentation’, is too vague. Add further information about what it should entail. A well-written, descriptive action item will help avoid confusion.

Keep all action items in one place

If various action items are kept in different places, it can lead to confusion between teams. It can also be demoralising for anyone who accidentally missed their responsibilities. To avoid mix-ups, store all action items in one place so they are easier to manage and track.

Sort your action items

There are multiple ways to sort your action items, such as by:

Status (in progress, not started, completed, etc.)
Priority (low, medium or high)
Deadline (closest to furthest)

By sorting your action items, it’s easy to visualise pending tasks and catch up with assignees.

Mention deadlines and assignee(s)

Assign individuals or teams to each action item and set a reasonable delivery date. Communicate with the assignees before setting a deadline based on urgency and their current workload. Giving clarity ensures that individuals are aware of their responsibilities.

Maintain open communication

Within a meeting, action items can be assigned without full knowledge of the entire process. Sometimes, an assignee will only realise the absence of essential elements once they start the task. They should be able to communicate this information and add a preceding action item before theirs can be done.

It’s also vital to inform them of any changes to an action item or its priority. This will impact the individual/team responsible and may also extend to other action items.

Track progress

Utilise tools to track the progress of action items. Check on the action item tracking document regularly, and don’t hesitate to give the assignees a nudge on incomplete tasks ahead of or on the deadline. If they haven’t updated the tracker, remind them to do so.

Meeting action item template

Lots of businesses use project management tools to track action items. We recommend using a board portal, such as iBabs, so everyone can update their task status easily in a secure environment that protects your sensitive information. It’s also good practice to colour code for a clearer picture of progress.

Here’s a simple template that you can use for your business:

Conclusion

Utilising an efficient and organised follow-up process keeps everyone aligned and on track with their responsibilities. Sound action item management leads to productive meetings and increases momentum.

If you want to optimise your follow-up strategy, iBabs can help. This virtual board meeting software provides a dashboard where administrators and directors can see the progress of each action item, communicate and exchange documents.

You can try iBabs Board Portal for free.

Diana Brandl talks to Karin Hélène - Executive Governance Officer IMA Global

Christina Kragh — Tue, 01 Aug 2023 16:04:46 GMT

Diana Brandl talks to Karin Hélène, Executive Governance Officer of IMA Global and Head of the Director General’s Office of the European Spallation Source (ESS).

Karin Hélène is Head of the Director General’s Office of the European Spallation Source (ESS), a European intergovernmental research facility under construction in Lund, Sweden. ESS will probe materials and processes down to the atomic scale using beams of neutrons, with a wide range of applications from engineering to energy to the life sciences.

Karin is Swedish and has an extensive international background, having lived, studied and worked during a period of almost 20 years in the United States, Saudi Arabia, Turkey and Thailand. She started her career as Executive Assistant in 1987 in Saudi Arabia and has worked within the private sector, the Swedish government and for non-profit organisations. She has worked at ESS since 2011.

Karin was nominated and runner up for the Swedish Office Professionals Award in 2014, she believes in life-long-learning and is constantly looking for opportunities to develop her role, her most recent training focusing on the role of Chief-of-Staff and Management.

Karin Hélène is the former Chair of International Management Assistants (IMA) in Southern Sweden and member of the Swedish National Board. Since 2020, she is a member of IMA Global Executive Committee where her role is Executive Governance Officer. Since 2018, she has represented Sweden at the World Administrators Summit.

In 2015 she founded an internal network for assistants and support personnel at ESS and since a few years she is a mentor for students of the certified Executive Business Assistant education.

Go to the podcast here

iBabs - How Experts take meeting minutes

Christina Kragh — Sat, 01 Jul 2023 13:07:49 GMT

An article by iBabs - our Gold partner

Meeting minutes are some of the most important documents for a business. They remind you why certain decisions were made and fulfil your organisation’s legal requirements, becoming essential as evidence in investigations.

This makes correctness vital when recording minutes from a meeting. You need to present an accurate account of the proceedings that can prove helpful in the future. This article is packed with helpful advice for meeting administrators and assistants on how to be more effective when taking meeting minutes.

Don’t be afraid to ask questions

As an administrator, it is easy to feel as if you should remain in the background to perform your tasks in meetings. However, your task is essential to the governance of the organisation, so don’t be afraid to ask important questions to ensure you carry it out accurately.

Here are some of the questions you might have to ask in a meeting to make sure your minutes are on point:

“Can you clarify this?”

If you don’t understand something, just say. The chances are that the point was not clear and others may have also been confused by it. It is better to get it right straight away than to take up valuable time to make sense of it later.

“Are there any corrections from the previous meetings?”

Ask attendees to rectify any mistakes from the previous minutes before you get into the next meeting. This saves discussion time in the future.

“Can I see a copy of the agenda?”

Having a copy of the agenda helps you create a framework for the minutes, saving you time. Knowing what is happening and when means you can concentrate on what is being said rather than the structure of the meeting.

“Do you mind if I record the meeting?”

Having an audio or video recording helps accurate minute taking. However, some meetings might feature private information that attendees do not want on record, so ask first.

Tips for taking expert meeting minutes

1. Understand the topics

Once you have the agenda for the meeting, research the topics up for discussion. This will make it easier to follow the conversation in the meeting.

2. Meet with the chair in advance

Another way to ensure you understand the areas of discussion is to meet with the chair beforehand to gain an insight into how the meeting will run.

3. Create a template

Having a framework that you can use for every meeting you minute takes a lot of the work out of the process, making your life easier.

4. Listen

It seems obvious, but active listening is essential for following the discussion. If you are clued up on the topics and have a template, you are better able to dedicate yourself to listening carefully.

5. Be assertive

You need to do all you can to carry out your job properly, and that includes speaking up if you need a point clarifying or repeating.

6. Check attendees in

As meeting attendees enter the room, mark them off on your minute template. This helps you keep track of attendance for the official record.

7. Sit by the chair

The seat next to the chair is the best place to ensure you can hear the entire discussion, as attendees direct their speeches towards them.

8. Take clear notes

Keep the notes brief and clear and ensure they communicate the nature of the discussion as well as the decisions and action points. They don’t have to be word-for-word but should show the nature of the events accurately.

9. Write the minutes as soon as possible

It is best to write up the minutes whilst they are still fresh in your mind. This helps you make them as accurate as possible without having to wrack your mind to remember key elements of the meeting.

10. Mix up your language

Keep the minutes fresh by mixing up the language you use. Rather than just saying ‘agreed’, try swapping it for synonyms like ‘concurred’.

11. Use professional language and grammar

Your minutes need to reflect professional actions, so they should be written formally. Use active language rather than passive, for example.

12. Adapt for remote meetings

Many meetings take place in a hybrid or fully virtual manner now. Work with the chair to talk about how they will keep attendees engaged and in order, and be prepared to interrupt if there are any glitches or drop-outs.

Technology to help minute taking

Using a board portal, such as iBabs, you can save your minutes directly to the cloud and collaborate with attendees and the chair between meetings. This helps you ensure the previous meeting’s minutes are accurate and approved before the next meeting. You can also annotate the agenda through the portal, making writing minutes faster.

Request a demo of iBabs

The Dual Nature of Belonging: Exploring the Responsibilities of Association Membership

Christina Kragh — Mon, 26 Jun 2023 16:07:38 GMT

This article is written by Gina Theofilidou, Chair of IMA Greece

In today's fast-paced society, it is more crucial than ever to find a place to belong and actively engage in a community. As social beings by nature, humans have a tremendous need for belonging and community. When we actively engage in a community, we not only feel a sense of belonging but also contribute to its expansion and success.

What advantages come from belonging

If we were to describe belonging, I would say it is the feeling of acceptance, inclusion, and importance as a part of a group or community. It is an essential human need. Belonging is the source of one's sense of security, identity, and purpose. It enables us to both foster a sense of community and while allowing us to enjoy our individuality.

Emotional Wellness: Belonging to a group provides us with a sense of emotional support, which helps to minimize feelings of loneliness, isolation, and alienation. In a safe setting, we may openly express ourselves, share our experiences, and elicit sympathy and understanding from others.

Personal development: By interacting with a variety of people, we increase our self-awareness, boost our self-esteem, obtain new perspectives, and learn important life skills.

Shared Objectives and Values: People get a sense of fulfilment and significance when they have a sense of shared purpose.

Social Support: Communities provide a vital network of support during trying times. When we need one other for emotional support, practical help, or collaborative problem-solving, we can rely on one another. We have many instances of this kind of inter-member support in IMA! Every national team can provide best practices and ways for helping its members.

That is the one part of belonging, the easygoing one perhaps.

But there is another side, and it is different because in that side, belonging it is a win-win situation. It involves give and take. It comes with benefits and responsibilities. It involves dedication and enjoyment. It comes with accountability, accountability of our own decision to do that crucial step aiming to expand our horizons and unlock new opportunities.

Depending on their mission, associations are active, dynamic organizations that are essential to society or the labour market. Associations speak with one voice on behalf of its members, shape public policy, and promote advancement in their fields. Associations make a vital contribution to the expansion, development, and advancement of the communities and professions they represent through their devotion and dedication.

Can you imagine the difference in our daily work or how we are treated in the companies or what would have happened in our profession, if there were no people that have taken the responsibility to create, to inform, to promote the importance of our role? If we are here now, is because some one took the responsibility to react and chose not to be a pathetic receiver of what was happening.

People who share common goals, interests, and a desire to work together establish associations. More than benefits and privileges come with membership in an association; there is also requirements to actively support and contribute to the mission and core principles of the group.

Although there might not be specific responsibilities assigned upon application approval and, in truth, I don't believe that, given our positions and experience, we need to have something in writing before we can respect it, follow it, and perform it, as members we do have duties to:

Active engagement and participation in association activities and initiatives, attending meetings & events, sharing insights, thoughts, ideas, offering support and contributing to discussions, while upholding values and ethical standards.

Contribute to the Association's Goals by offering our knowledge, abilities, and resources and by actively serving on committees, mentoring others, or actively taking part in initiatives.

Share Successes and Challenges. Celebrate milestones, achievements, and request for feedback when we are facing challenges. We are all dancing in the same rhythm in our offices.

Encouraging a favourable community culture by valuing different points of view and promoting a secure and inviting atmosphere.

Acting as an Ambassador. You chose to be here, so here you are. Be happy to be here, then! because you can influence how industry standards, rules, and regulations are shaped. Create an elevator pitch with your colleagues in the network outlining who you are, what you do professionally, and why joining an association is important to your career advancement if you don't believe that you can effectively explain it to the world.

Provide constructive feedback and ideas to the Board Members for enhancing the association's programs, initiatives, or communication channels. We are all a part of the larger picture; we are the team, we are IMA.

Harness the Power of social media! Be the voice of the reasons you joined!

Use your social media networks to distribute association updates and content that has been provided by the association. By doing this, you raise awareness of it and show that you support its initiatives.

Participate in online debates: Participate in online forums, groups, and discussions pertaining to the association's industry or field of study. Share your perspective, pose thought-provoking queries, and participate in worthwhile discussions.

Highlight association initiatives and events, and when you attend, document and post about your experiences online. Post pictures, share your essential insights, and inspire participation from others.

When sharing content about the association and the profession, using hashtags and tagging other members makes it more discoverable. Ask you board members about which hashtags to use or propose hashtags, tag other users to promote connections and dialogue with people who share your interests.

Belonging to an association is not just joining a group, it's discovering the power within you to make a difference, grow exponentially, and shape the future of your field. Together, we unlock endless possibilities, inspire one another, and create a community where our collective efforts create lasting impact.

Embrace the strength of belonging! Embrace the strength of responsibility!

Gina Theofilidou, Chair IMA Greece

Virtual Business Support Professional, Owner of Your Distance Assistance

In memoriam - Sonia Vanular

Christina Kragh — Thu, 27 Feb 2020 16:40:10 GMT

It is with our deepest regret we have to inform you that our founder, Mrs Sonia Vanular, passed away last night (26 February 2020) at the age of 98.

Sonia was not in a very good condition since a year and a half and even more recently, her health state was slowly decreasing this last two weeks.

It goes without saying that her passing is a big loss for our association. It is thanks to her that IMA now exists.

She was the one who had a vision back in 1974 when she founded EAPS. She passionately encouraged our members to develop their role and to recognize the value and worth of the profession.

EAPS changed name in 1998 to EUMA and again to IMA in 2017, but Sonia was always there fully and actively supporting every change to meet the requirements and changes of our profession. She followed her baby very closely and saw it growing into an association of more than 1600 members in more than 30 countries worldwide. Today, IMA is the only international network for management support professionals and we would not have been here without Sonia.

Sonia loved life and we are sure we will all remember her with our personal memories and stories.

Let’s all join forces and work together in order to keep her heritage alive for many more years to come. Let's continue to honor her tremendous and beautiful legacy.

We will keep her in our prayers.

Rest in peace Sonia, we will miss you.