Building an Internal Network for Assistants within your organization can be an absolute game-changer for you, your career, and the growth of those Assistants around you. Building an Internal Network for Assistants provides a platform for professional development, collaboration, and resource sharing, which is so important when so many Assistants work in silos and often don’t have access to all of the information they need to do their job successfully.
Ultimately, Building an Internal Network for Assistants can enhance the value and impact of Assistants across the board. This guide is designed to help you establish, maintain, and grow an Internal Network for Assistants. Over the years, we’ve interviewed many Assistants who have successfully created internal networks, and in this guide, we will draw on their insights and experiences
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Let’s start this guide by talking about the importance of building an internal network for Assistants. This might be something completely new to you and your organization. When you begin these conversations with other Assistants, the Senior Leadership team, or HR, you may be asked why an internal network is necessary—especially if your organization doesn’t have any other internal networks. Having a clear answer to these early questions is crucial.
Building an internal network for Assistants serves multiple purposes. It fosters a sense of community among Assistants, who often work separately from their departments—if they even belong to a department at all. Many Assistants supporting C-suite executives work across multiple departments without fully fitting into any single one. An internal network also promotes knowledge sharing and best practices while providing a platform for professional development.
Most importantly, building an internal network for Assistants helps elevate the role of Assistants within the organization by showcasing their collective value. There is strength in numbers, and if your organization doesn’t currently support the development needs of Assistants, this network can be a powerful way to advocate for that together.
To recap, building an internal network for Assistants offers several key benefits:
By building an internal network for Assistants, you are not only creating a support system but also strengthening the impact and influence of Assistants within your organization.
The first step in any project or new initiative is laying the foundation: vision, mission, and objectives. You need to define the purpose of the network, and this begins with establishing a clear vision, mission, and set of objectives. Each of these elements serves as the guiding light or north star of the network, ensuring that all activities and initiatives align with the network’s overall goals.
Vision Statement: Setting the Long-Term Goal
The first step in laying the foundation: vision, mission, and objectives is developing a vision statement for the network. This process will help you articulate the network’s long-term impact and aspirations. A vision statement is a future-oriented declaration that outlines what the network hopes to achieve. A strong vision provides direction and inspiration, helping to unify all Assistants toward a common goal.
I want to share examples from two highly successful internal networks set up by the incredible April Stallworth and Simone White, who both launched award-winning internal networks within their organizations:
April’s vision was to create a supportive and unified group of Administrative Professionals who would elevate their skills and influence within the organization. Her vision led to the creation of the HEART program, which stands for “Helping Empower Administrative Support Professionals Through Resources and Training.” This vision became the foundation of a program that boosted morale and earned national recognition.
Simone’s vision for the Global Administrative Initiative Network (GAIN) was to ensure that Assistants across the globe were knowledgeable, supported, and empowered to perform at their best. Her vision drove the creation of a network that spanned continents, fostering a sense of unity and shared purpose among Assistants at BlackRock.
Writing a vision statement can be tricky, especially when you aren’t quite sure what you want the network to be or how it might look. I highly recommend that you don’t do this exercise alone. Work with two or three other Assistants to craft your vision statement. Get together in a room and use the following prompts:
Here are a few examples of vision statements that might work for your network:
Next up, let’s look at the mission statement. A mission statement adds more detail to the vision statement by showing how the network will achieve its vision.
A mission statement concisely explains the network’s purpose and the primary methods it will use to reach its goals. A well-crafted mission statement is essential when you get to the next step in laying the foundation: vision, mission, and objectives—selling the idea to your organization.
The mission statement provides clarity on the network’s activities and priorities. Here are a few examples from Assistants who have set up fantastic networks:
Carmel’s mission was to create a space where Executive Assistants could connect, share experiences, and learn from one another. This mission guided the network’s activities, which included monthly events, newsletters, and online resources.
The mission of GAIN was to support Assistants in developing their professional skills and to create a platform for sharing knowledge and resources. This mission led to the development of training sessions, mentoring programs, and collaborative projects across the network.
Again, I don’t recommend doing this work alone. It’s always helpful to talk through these aspects of a project with others. Use these prompts to start building your mission statement:
Example Mission Statements:
Lastly, set objectives that will help you achieve the network’s mission and purpose. As you all know, objectives should be specific, measurable goals that can be clearly defined. They should also be actionable steps that can be tracked and evaluated over time.
Clear objectives provide a roadmap for the network’s activities and ensure that efforts are focused and effective.
One of April’s key objectives was to reduce turnover among administrative staff by creating a more supportive and engaging work environment. This objective was met by offering professional development opportunities and fostering a sense of community, which in turn improved job satisfaction and retention.
Simone set an objective to increase the technological proficiency of Assistants within her network. This was achieved through targeted training sessions that addressed specific tools and software, enhancing the team’s overall efficiency.
When setting objectives, consider the following criteria:
Setting SMART objectives can be a challenge, so here are a few examples to get you started:
By focusing on laying the foundation: vision, mission, and objectives, you ensure that your network has a clear, structured, and actionable plan for success.
This is where you might hit your first hurdle when building an Internal Network for Assistants. Securing buy-in from management when building an internal Assistant network can be tricky for a number of reasons. Here are a few hurdles you might face:
1. Perceived Lack of Immediate ROI
Management may struggle to see the immediate financial return on investment (ROI) from supporting an internal network for Assistants. Since the benefits, such as improved morale, better collaboration, and increased productivity, are often intangible or take time to manifest, they might hesitate to allocate resources without clear, quantifiable short-term gains. Your manager might question how a network that focuses on training and development directly contributes to the company’s bottom line, leading to reluctance to provide funding or support.
2. Competing Priorities
Senior management often deals with numerous competing priorities and initiatives. They might view an internal Assistant network as a lower priority than other projects that directly impact business operations, such as product development, sales, or customer service improvements. Your Executive could be focused on meeting quarterly sales targets or rolling out a new software system and may not see the creation of an Assistant network as critical compared to these urgent tasks.
3. Stereotypes and Misunderstandings About the Assistant Role
We all know there can be outdated stereotypes or misunderstandings about the role of Assistants within the organization (hence the need for a network!). Some Execs might undervalue the strategic importance of Assistants, seeing them primarily as administrative support rather than professionals who can contribute significantly to organizational goals. HR might view the network as a “nice-to-have” rather than a necessary initiative, underestimating the impact that empowered and well-trained Assistants can have on the efficiency and effectiveness of the organization.
4. Resource Constraints
Management might be concerned about the allocation of time, budget, and other resources to support the network. They may worry that taking Assistants away from their day-to-day responsibilities to participate in network activities could lead to decreased productivity in the short term. A department head could argue that their Assistants are already stretched thin with their current workload and that participation in a network might detract from their ability to complete critical tasks on time.
5. Resistance to Change
In some organizations, there may be a general resistance to change, especially if the company culture is more traditional or hierarchical. Management might be hesitant to support initiatives that challenge the status quo or introduce new ways of working, particularly if they don’t see an immediate need for change. Senior managers might resist the idea of an Assistant network because it disrupts existing power dynamics or introduces new processes that require adaptation and adjustment from both Assistants and their managers.
I’m sure you’re nodding your head, reading these examples of potential hurdles when building an Internal Network for Assistants. They might seem insurmountable and make you want to stop reading from this point on. But don’t!
Other Assistants who have started internal networks have faced the same challenges and overcome them. So let’s look at these examples and how you would go about answering these objections.
Addressing the Perceived Lack of Immediate ROI
“While the immediate financial impact of the network might be challenging to quantify, studies consistently show that investing in employee development leads to long-term gains in productivity and retention. By creating this network, we can reduce turnover, streamline processes, and ultimately save the organization money over time. Could we discuss how these benefits align with our long-term strategic goals?”
Managing Competing Priorities
“I understand that the organization has many pressing initiatives right now. However, by supporting this network, we can enhance the efficiency and effectiveness of our administrative teams, which, in turn, can free up more time and resources for these key projects. How can we ensure that this network supports our current priorities rather than competing with them?”
Overcoming Stereotypes and Misunderstandings About the Assistant Role
“Assistants play a crucial role in keeping the organization running smoothly, and their impact can be even greater with the right support and development. The network will empower Assistants to contribute more strategically, which will benefit their Executives and the organization as a whole. Can we explore how this initiative could elevate the role of Assistants and provide more value to the business?”
Managing Resource Constraints
“I understand that resources are tight, and there are concerns about time and budget. However, the network is designed to be cost-effective, leveraging existing resources like internal trainers and online tools. Additionally, the time invested in the network will lead to greater efficiencies, saving time in the long run. Could we look at how we can pilot this initiative with minimal resource impact?”
Overcoming Resistance to Change
“I know that change can be challenging, especially in a well-established organization. However, this network is an opportunity to gradually introduce improvements that align with our existing values and goals. By starting small and demonstrating quick wins, we can build confidence in the network’s value. Would you be open to trying a small-scale pilot to see how it works in practice?”
Along with these conversations, when building an internal Assistant network, you should also develop a portfolio of documents to help gain buy-in from management and key stakeholders. This includes identifying stakeholders, writing a business case, and outlining the network’s ROI.
If you’ve worked on any project or new initiative, you know how critical it is to conduct stakeholder analysis. Here’s who will be crucial in securing buy-in for the network:
A business case for building an internal Assistant network should include:
At this point, if there are other networks in your organization, take the time to speak with their founders. Learn from their experiences in securing buy-in from management, how they structured their network, and how they built their business case. Collaborating with those who have gone before you will make this journey much easier.
Once you’ve crafted your business case, the next crucial step is presenting it to key stakeholders, such as Senior Executives, HR Managers, and Department Heads. Conclude your presentation with a clear call to action—whether it’s requesting approval to launch the network, asking for initial resources, or seeking stakeholder endorsements. Ensure that the next steps are clearly defined and agreed upon before moving forward.
Hopefully, your organization will see the immediate benefits of having an internal Assistant network and it will be easy for building an Internal Network for Assistants. However, as many have experienced before you, this isn’t always the case. If you don’t receive approval, don’t be discouraged. In the next section, we’ll explore strategies for handling setbacks and structuring the network effectively.
Let’s assume you’ve come up with the idea of building an internal network for Assistants and worked with a few of your colleagues to lay out the foundational aspects of the network—vision, mission, objectives, etc. The next step is to think about how to structure the network. In the early stages, it’s crucial to have a structure in place with clearly defined roles and responsibilities.
Initially, you’ll want to form a steering committee to help you secure buy-in and establish the network’s structure and goals. A steering committee is essential when building an internal network for Assistants because it allows dedicated team members to lead initiatives during the first phase.
This committee should represent different departments to ensure broad coverage across the organization—but most importantly, members should be passionate about building an internal network for Assistants and have the time to dedicate to its development.
When building an internal network for Assistants, consider these key roles within your steering committee:
In the early days of any project, enthusiasm runs high, but momentum can dwindle over time. Therefore, it’s essential to implement a structure that gives each committee member specific responsibilities and autonomy so they feel empowered to continue pushing forward with building an internal network for Assistants.
The first meeting with your steering committee will set the tone for the network’s future. Let’s explore how to structure that first meeting and what to discuss and implement as you move forward with building an internal network for Assistants.
1. Prepare Thoroughly Before the Meeting
Set a Clear Agenda:
Distribute a detailed agenda ahead of time outlining key discussion topics, such as the network’s vision and mission, roles and responsibilities, initial goals, and next steps. Allocate time for open discussion to encourage input from all members.
Clarify Objectives:
Define the meeting’s main objectives, such as agreeing on the network’s purpose, establishing committee roles, and setting immediate priorities. This helps keep the discussion focused and productive.
Gather Relevant Materials:
Prepare necessary documents, such as a draft vision and mission statement, examples of successful networks, and a proposed timeline. These materials will facilitate decision-making and keep the conversation grounded.
2. Facilitate a Welcoming and Inclusive Environment
Start with Introductions:
Begin the meeting by having each member introduce themselves, share their background, explain why they’re interested in building an internal network for Assistants, and describe what they hope to achieve. This builds rapport and sets a collaborative tone.
Acknowledge Different Perspectives:
Recognize that members may have different opinions and visions for the network. Encourage open dialogue where all ideas are valued. You might say, “We have a diverse group here, which is a great strength. Let’s listen to each other’s ideas and find common ground.”
Set Ground Rules:
Establish basic communication and decision-making ground rules. Agree that everyone will have the chance to speak, decisions will be made by consensus when possible, and disagreements will be handled respectfully.
3. Align on the Network’s Vision and Mission
Present the Draft Vision and Mission:
Share the draft vision and mission statement and explain how it aligns with organizational goals. Invite feedback and be open to refining it based on the group’s input.
Encourage Collaborative Refinement:
Use this time to refine the vision and mission collaboratively. Ask questions like, “Does this vision resonate with everyone?” or “How can we better reflect our shared goals?” This will help build a shared sense of purpose.
4. Define Roles and Responsibilities
Discuss Committee Roles:
Outline the key roles needed within the steering committee and clarify their responsibilities.
Volunteer or Assign Roles:
Allow members to volunteer for roles that align with their strengths and interests. If needed, assign roles based on the discussion to ensure that responsibilities are clearly distributed.
5. Set Immediate Goals and Priorities
Identify Short-Term Goals:
Work together to set some initial, achievable goals for building an internal network for Assistants. This could include planning the first event, launching a communication platform, or finalizing the network’s branding.
Establish a Timeline:
Develop a timeline for the next few months, setting deadlines for key milestones, such as launching the network or hosting the first training session.
6. Encourage Open Communication Going Forward
Plan for Regular Meetings:
Agree on a schedule for regular steering committee meetings to maintain momentum. Decide whether meetings will be weekly, biweekly, or monthly and if they will be in-person or virtual.
Create Communication Channels:
Set up communication channels, such as an email group, Slack workspace, or Microsoft Teams group, to allow easy collaboration between meetings.
Foster a Culture of Feedback:
Encourage continuous feedback. Remind members that building an internal network for Assistants is a work in progress and everyone’s input is valuable.
7. Close the Meeting with Clear Next Steps
Summarize Decisions and Actions:
Before closing, summarize the key decisions, assigned roles, and immediate next steps. Ensure that everyone understands what they need to do before the next meeting.
Set the Date for the Next Meeting:
Agree on a date and time for the next meeting and confirm that it works for everyone.
Thank and Motivate the Team:
End the meeting on a positive note by thanking everyone for their contributions and reinforcing the shared vision of building an internal network for Assistants.
Now that your steering committee is in place, the next step in building an internal network for Assistants is to plan how you will engage the broader Assistant community within your organization and determine what events, if any, you want to organize.
When building an internal network for Assistants, you need to create a plan outlining how the network will function and what its core activities will be. Your vision and objectives will shape this plan, ensuring the network provides meaningful value to Assistants within your organization.
Below are key elements and examples of initiatives that will help structure and sustain the network, ensuring it becomes an integral part of your company’s culture and allows Assistants to thrive in their roles.
When building an internal network for Assistants, it’s helpful to create three initial core focus areas or pillars that define the network. These could include:
1. Collaboration and Knowledge Sharing
The primary goal of the network could be to encourage Assistants to share best practices, tools, and resources. This can be facilitated through regular meetings, an online forum, and collaborative projects.
2. Professional Development
The network could offer continuous learning opportunities, including workshops, training sessions, and guest speakers. This focus on development will help Assistants take on more responsibility and contribute more effectively to their teams.
3. Support and Mentorship
Establish a system where experienced Assistants mentor new hires, helping them integrate quickly and effectively into the organization. This could include a ‘buddy system’ where each new Assistant is paired with a mentor.
A successful Assistant network should hold regular meetings, either in person or online, to foster collaboration and trust. However, it’s important that these meetings remain solution-focused rather than becoming gripe sessions about colleagues or the organization. Here are a few ways to encourage productive discussions:
Monthly Network Meetings
Organize monthly meetings where all Assistants can discuss current challenges, share successes, and collaborate on solutions. Depending on the geographical spread of the team, these meetings can be both in-person and virtual.
Steering Committee Meetings
In addition to the broader network meetings, the steering committee should meet regularly to plan upcoming events, review progress, and address any challenges related to building an internal network for Assistants.
Having accessible communication channels is crucial for a thriving network. Assistants should be able to easily ask questions, share insights, and support one another.
Dedicated Online Forum
Create an electronic forum, such as a SharePoint site or Slack channel, where Assistants can collaborate in real-time, exchange resources, and provide support.
Shared Distribution List
Establish a shared email distribution list to ensure all Assistants stay informed about upcoming events, training opportunities, and important announcements.
When building an internal network for Assistants, it’s essential to have key events or initiatives in place to drive engagement and create momentum. These can evolve over time, but the initial phase should include foundational events that bring the community together.
A Launch Event
Kick off the network with an engaging launch event to promote the initiative, explain its purpose, and encourage participation. This event could feature a presentation on the network’s goals, an introduction to the steering committee, and a networking session.
Shared Calendar
Develop a shared calendar featuring relevant internal and external events, such as training sessions, seminars, and networking opportunities. This will help Assistants plan their professional development and stay informed about important dates.
Knowledge Sharing Sessions
Organize regular sessions where Assistants can share insights on specific tools, processes, or industry trends. These could be short lunchtime sessions or incorporated into the monthly meetings.
A well-structured network should have a guiding document that outlines its mission, values, and expected behaviors. This helps ensure consistency and a shared understanding among members.
Rules of Engagement
Create a team charter that outlines the network’s objectives, expectations, and decision-making processes. This could include guidelines on meeting frequency, agenda-setting, and collaboration best practices.
Positive Focus
Emphasize that the network is a space for constructive collaboration, not for complaining about colleagues or company policies. Encourage a solution-oriented approach to all discussions.
Here are twenty specific initiatives that can enhance building an internal network for Assistants. Not all will be relevant to your organization, but they provide a strong starting point:
Electronic Forum and Communication
Professional Development
Mentorship and Onboarding
Monthly Meetings and Engagement
Now that you have an idea of what building an internal network for Assistants can look like, the next step is to put these ideas into action. Establishing a strong structure, creating regular events, and fostering communication will ensure the network continues to grow and thrive within your organization.
Building an internal network for Assistants comes with its own set of challenges. It won’t always be smooth sailing, but by addressing these challenges head-on, you can create a sustainable and valuable network.
1. Lack of Time
Assistants often have demanding workloads, making it difficult to find time to participate in building an internal network for Assistants. Here are three solutions:
2. Resistance to Change
Some Assistants may be skeptical about building an internal network for Assistants or resistant to new initiatives, especially if they’ve seen past networks fail. Here are three ways to address this:
3. Sustaining Momentum
After the initial excitement of building an internal network for Assistants, maintaining engagement can be challenging. Here’s how to keepthe momentum going:
4. Tall Poppy Syndrome
Tall poppy syndrome—where high-achieving individuals face resentment—can arise when building an internal network for Assistants, particularly if others feel threatened by its success. Here’s how to address it:
5. Lack of Budget
Many organizations approve building an internal network for Assistants but provide little or no budget. Here’s how to work around financial limitations:
6. Lack of Interest or Engagement
At some point, you may face disengagement when building an internal network for Assistants. Some Assistants may not see the value in professional development or knowledge sharing. What can you do?
Ensuring the long-term success of building an internal network for Assistants requires tracking progress and remaining flexible. Here are a few key metrics:
Be open to change. As the network grows, its objectives may shift. Revisit the vision, mission, and goals regularly to ensure they align with the evolving needs of the Assistants and the organization.
Celebrating milestones and achievements helps reinforce the value of building an internal network for Assistants and keeps members motivated. Here are some ideas:
Building an internal network for Assistants is more than just a strategic initiative—it’s a transformative step in elevating the role of Assistants within your organization. By fostering collaboration, sharing best practices, and offering professional development, an internal network can significantly enhance the efficiency, morale, and overall impact of Assistants.
While challenges such as securing buy-in, maintaining engagement, and working with limited resources may arise, the rewards far outweigh the effort. With thoughtful planning, clear communication, and a commitment to continuous improvement, building an internal network for Assistants can become a vital asset that strengthens both the Assistant community and the organization as a whole.
Now that you’ve laid the groundwork, the next step is to communicate effectively within your network and beyond. Whether you’re pitching your network to senior management, leading a workshop, or simply engaging with your peers, strong communication skills are essential. To help you excel in this area, we invite you to join our Confident Communicator Course. This course is designed to enhance your communication skills, boost your confidence, and ensure that your message is heard and valued across all levels of your organization.
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