People Management Isn’t in the Job Description, But It’s Definitely in the Job

Somewhere along the way in my work as an Executive Assistant, I realized something nobody really prepares us for: as we grow into senior roles, we don’t just support leaders. We start shaping the teams around them.

Reading the ASAP piece on people management for senior-level assistants put words to something many of us experience every day. We may not always have formal authority, but we absolutely influence how communication flows, how people connect, and how comfortable others feel stepping into their roles.

Most of what we do here comes down to creating the conditions for people to do their best work. That can look like mentoring newer assistants who are still finding their footing, encouraging structured one-on-one time so relationships don’t get lost in the mix, or simply noticing when someone is overwhelmed and helping them. 

Building strong teams also means being intentional about who gets invited in. Diversity, inclusion, and growth opportunities aren’t “extras.” They make support structures more resilient. When people feel seen, trusted, and developed, they contribute differently. They take ownership. They problem-solve. They collaborate instead of competing.

And yes, stepping into this kind of informal leadership can feel uncomfortable at first. We’re used to being behind the scenes. But people management, in our world, isn’t about control. It’s about empathy, communication, and making sure the environment itself supports the work.

When we do that well, it doesn’t just elevate the assistants we work alongside it stabilizes the entire organization.