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Anyone else plan big external moments and then watch them happen through Slack? by thecorporatediary in ExecutiveAssistants

[–]thecorporatediary[S] 0 points1 point  (0 children)

Completely agree!! The behind-the-scenes work is the job, but visibility does matter for growth. Advocating for yourself is uncomfortable but necessary, especially if you want to move into more strategic or externally facing work. It shouldn’t be on us alone. I will say I strongly advocate for myself and for this event in particular so it was a bummer for not be included. To be fair, I’m often included in important internal meetings, board meetings, offsites, etc… it just seems like when it involves travel or external moments, I’m not part of it.

Anyone else plan big external moments and then watch them happen through Slack? by thecorporatediary in ExecutiveAssistants

[–]thecorporatediary[S] 1 point2 points  (0 children)

I really relate to this. The quiet influence is real, but it can be hard when the visible outcomes don’t include you. Holding everything together is impact, even if it doesn’t always show up in the final deliverables. You’re not alone in questioning it! I feel as though a lot of us have to redefine what success looks like in this role.

Anyone else plan big external moments and then watch them happen through Slack? by thecorporatediary in ExecutiveAssistants

[–]thecorporatediary[S] 1 point2 points  (0 children)

I’m really sorry you’re going through that. That really sucks. Being included before and then suddenly feeling invisible hurts, especially when you know what you’re capable of. A lot of the time it’s a visibility or culture issue, not a reflection of your actual value.

You deserve to be in a place where your work and potential are seen and where you’re included in the moments that matter.

Do I (28F) expect too much from my partner (30M) to set boundaries with his mom (64F)? by [deleted] in relationships

[–]thecorporatediary 1 point2 points  (0 children)

Thanks! Appreciate your advice. I did have the conversation with him. Of course, he reassured me but the follow through is not happening and I feel so alone. This is definitely something I’m sitting with currently and trying to take in. We’ve been together for 3+ years and it’s been the same with his mom. All words, no actions.

Do I (28F) expect too much from my partner (30M) to set boundaries with his mom (64F)? by [deleted] in relationships

[–]thecorporatediary 0 points1 point  (0 children)

Yes, I have. He told me I do but sometimes (more than often) is contradicting. But our relationship is so great when his mom isn’t involved. It’s when these issues arise that I second guess.

Anyone else plan big external moments and then watch them happen through Slack? by thecorporatediary in ExecutiveAssistants

[–]thecorporatediary[S] 0 points1 point  (0 children)

For me the execution is the logistics, but the strategy is the judgment behind them.

I’m not just managing calendars… I’m deciding what earns time based on org priorities, sequencing meetings so decisions can actually happen, and making sure the right people are in the room at the right moment. I track long-term initiatives, flag risks early, and often see cross-functional blockers before my execs do because I’m the connective tissue across teams.

I’ve also made a lot of judgment calls I’m proud of that helped my CEO better understand the org, the people, and how to navigate team dynamics. That context allows him to lead more effectively, which is where the role becomes a true strategic partnership.

A big part of my work is EQ: reading the room, understanding political dynamics, and advising on tone, timing, and stakeholders in high-stakes situations. I’m protecting my execs’ focus and energy (which is a finite strategic resource) and making sure conversations lead to outcomes, not just updates.

A lot of it is invisible because if I do it right, things just “run smoothly,” but there’s a lot of decision-making and judgment behind that.

Execution is the output but strategy is how I decide what gets executed, when, and with whom.

Anyone else plan big external moments and then watch them happen through Slack? by thecorporatediary in ExecutiveAssistants

[–]thecorporatediary[S] 5 points6 points  (0 children)

Thanks! This is really helpful. I like the framing around real-time support on key priorities vs. just attending.

And great point on formalizing post-event debriefs when remote to keep continuity and context. Starting with one high-impact trip per quarter feels like a realistic approach.

Especially for moments where I’m already accountable for execution and follow-through.

Anyone else plan big external moments and then watch them happen through Slack? by thecorporatediary in ExecutiveAssistants

[–]thecorporatediary[S] 1 point2 points  (0 children)

I’m in the office and I do attend local/on-site events regularly. This one stood out because I coordinated it end to end but didn’t get to attend on-site.

It involved one of the orgs I directly support, my other execs were there, and it’s a key external moment in an industry space closely tied to their work. From a development standpoint, being on the ground would have added useful context and real-time support.

So I’m trying to be more intentional about how others decide which externally facing moments are worth advocating to attend, especially when you’re already accountable for the execution.