Building an Internal Network for Assistants: A Comprehensive Guide

Building an internal network for Assistants within your organisation can be an absolute game-changer for you, your career and the growth of those Assistants around you. An internal network 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, an internal network 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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Understanding the importance of an internal network

So let’s start this guide by talking about the importance of an internal network for Assistants. This might be something that is completely new to you and your organisation and when you start these conversations with other Assistnats and the Senior Leadership team or HR, you might be asked why an internal network is required, especially if your organisation doesn’t have any other internal networks. So getting your answer to these early questions is important.

An internal network for Assistants will serve multiple purposes. It will create a sense of community amongst the Assistants who often work separately from their department if they even fit into a department at all (many working for C-Suite level Executives work across multiple departments ever quite fitting into one or the other), promote knowledge sharing and best-practice, and lastly offer a platform for professional development.

Most importantly, an internal Assistant network helps elevate the role of Assistants within the organisation by showcasing their collective value. There is strength in numbers, and if your organisation doesn’t support the development needs of their Assistants, this is a great way to push for that requirement together.

To recap, here are the key benefits:

• Enhanced Collaboration – Assistants can share best practices, tools, and resources, leading to more efficient workflows.
• Professional Development – Regular training sessions and workshops can help in skill development and career progression.
• Increased Visibility – A well-organised network can highlight the crucial role Assistants play, leading to greater recognition from senior management.

Laying the foundation: vision, mission, and objectives

The first step in any project or new initiative is to lay some solid foundations. 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.

So, where do you start?

Vision Statement: Setting the long-term goal

The first step is to develop 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 and should help unify all the Assistants in the network 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 set up award-winning internal networks within their organisations:

April Stallworth’s HEART Program

April’s vision was to create a supportive and unified group of Administrative Professionals who would elevate their skills and influence within the organisation. 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 White’s GAIN Network

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.

Creating your Vision Statement

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 would highly recommend that you don’t do this exercise alone; work with two or three other assistants to build your vision statement. Get together in a room and use the following prompts to start to craft your vision statement:

• What is the ultimate impact you want your network to have?
• How will your network improve the professional lives of Assistants?
• What will success look like in the long term?

Here are a few examples of vision statements that might work for your network:

• “To create a world-class team of administrative support professionals who are well-informed, collaborative, and committed to excellence.”
• “To establish a network where every Assistant feels valued, empowered, and equipped to contribute to the organisation’s success.”

Mission Statement: Defining the path forward

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 building an internal Assistant network – selling the idea to your organisation.

The mission statement provides clarity on the network’s activities and priorities. Again, here are a few examples from Assistants who have set up fantastic networks:

Carmel Bond’s Melbourne EA Group

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.

Simone White’s GAIN Network

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.

Creating Your Mission Statement

Again, I don’t recommend you do this work on your own. It is always helpful to talk through these aspects of a project with other people. Use these prompts to start building your mission statement for the network:

• What specific actions will your network take to achieve the vision?
• Who will benefit from your network’s activities?
• What are the primary services or resources your network will provide?

Example Mission Statements:

• “To empower Assistants through regular training, resource sharing, and networking opportunities.”
• “To foster a supportive community where Assistants can collaborate, learn, and grow together.”

Objectives: Setting specific, measurable goals

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.

April Stallworth’s HEART Program

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 White’s GAIN Network

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.

Creating your Assistant network’s objectives

When setting objectives, consider the following criteria:

• Specific – What exactly do you want to achieve?
• Measurable – How will you know when you’ve achieved it?
• Achievable – Is it realistic, given your resources?
• Relevant – Does it align with your vision and mission?
• Time-bound – When do you want to achieve this objective?

Setting SMART objectives again can be a challenge, so here are a few examples to get you started:

• “Increase Assistant participation in organisational decision-making by 20% within the next year.”
• “Launch a quarterly training program for Assistants, with at least 80% participation by the end of the first year.”
• “Reduce turnover among Assistants by 15% over the next two years through enhanced job satisfaction initiatives.”

Securing buy-in from management

This is where you might hit your first hurdle. 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 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 organisation (hence the need for a network!). Some Execs might undervalue the strategic importance of Assistants, seeing them primarily as administrative support rather than as professionals who can contribute significantly to organisational 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 organisation.

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 organisations, 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 the existing power dynamics or introduces new processes that require adaptation and adjustment from both Assistants and their managers.

I’m sure you are nodding your head, reading these examples of potential hurdles. They might seem insurmountable and make you want to stop reading from this point on. But don’t!

All of these objectives can be overcome, 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.

Overcoming objections to an internal Assistant Network:

• 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 organisation money over time. Could we discuss how these benefits align with our long-term strategic goals?”
• Competing priorities – “I understand that the organisation 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 organisation 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 organisation 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 organisation. 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 build a portfolio of documents that will help you gain buy-in from your Executives and the wider organisation. This includes identifying your key stakeholders, writing a business case, and working on the network’s ROI. Here is a step-by-step guide.

Identify key stakeholders:

If you have worked on any project or new initiative you’ll know it is seriously important that you do some stakeholder analysis. These are the people who are going to hold the key to the success or failure of your project. So, who will be the key stakeholders in the establishment of your network:

• Department Heads – They will see the benefit of having more efficient and skilled Assistants supporting their teams.
• HR Managers – They are interested in initiatives that improve employee satisfaction, retention, and professional development.
• Senior Executives – They focus on the bottom line and will be interested in how the network can contribute to organisational efficiency and cost savings.
• Other Assistants – Not all Assistants will be part of your steering committee, but the network will directly impact them.

By understanding each stakeholder’s needs and expectations, you can tailor your communication and strategies to gain their support and mitigate any risks associated with resistance or lack of engagement. Let’s look at these stakeholders again and look at how we would manage their expectations and communication requirements.

Department Heads

Department Heads are crucial stakeholders because they directly manage the Assistants who will be part of the network. They should see the benefit of having more efficient, skilled, and motivated Assistants who can better support their teams. Their support is vital because they can facilitate or hinder the participation of Assistants in the network’s activities.

Positive support from Department Heads will lead to better integration of the network’s initiatives within their teams, ensuring that their Assistants have the time and resources needed to participate. Conversely, if Department Heads do not see the value, they might deprioritise the network, which would limit its effectiveness across the organisation.

HR Managers

HR Managers focus is on employee satisfaction, retention, and professional development. They are likely to support the network if it aligns with their goals of creating a positive work environment, reducing turnover, and enhancing employee skills. If you are able to get HR onside they can also provide valuable resources such as training programs, data on employee engagement, and support in measuring the network’s impact.

HR’s endorsement although not critical is helpful for securing resources and integrating the network into the broader initiatives of your organisation. Their involvement can also lend credibility to the network, making it easier to gain buy-in from other stakeholders.

Senior Executives

As you know, Senior Executives are primarily concerned with the overall efficiency, productivity, and financial health of the organisation. They will most likely be interested in how the network can contribute to these areas by reducing costs associated with turnover, improving operational efficiency, and enhancing the effectiveness of the administrative function.

Senior Executive support can significantly boost the network’s visibility and legitimacy within the organisation. Their backing can also unlock additional resources and ensure that the network’s initiatives are aligned with the company’s strategic goals. Without their support, the network might struggle to gain traction or be perceived as a lower priority.

Other Assistants

Other Assistants, while not part of the steering committee, are the primary beneficiaries of the network. Their engagement and participation are crucial for the network’s success. They bring diverse experiences and insights that can enrich the network’s offerings. However, they might also be skeptical or resistant if they do not immediately see the network’s value or feel that it adds to their workload.

The active participation of the majority of Assistants in your organisation is essential for the network’s vitality and relevance. If Assistants are engaged and see the benefits, they will be more likely to contribute positively, share knowledge, and advocate for the network within their teams. Lack of participation or enthusiasm, however, can lead to the network becoming stagnant or irrelevant.

How do you communicate and establish relationships with your key stakeholders:

1. The first step is to identify all the stakeholders who might influence or be influenced by the network. This includes direct participants like Assistants and indirect stakeholders like HR Managers and Senior Executives.
2. Understand what each stakeholder group cares about and how much influence they have over the network’s success. For instance, Senior Executives have high influence but may need to see a clear ROI to support the network, while Assistants have lower organisational influence but are critical to the network’s operations.
3. Based on their interests and influence, tailor your communication and engagement strategies. For example, you might present data-driven arguments to Senior Executives, highlight professional development benefits to HR, and focus on immediate practical benefits when engaging with other Assistants.
4. Stakeholder analysis is not a one-time activity. Continuously monitor the level of support and engagement from each stakeholder group and be prepared to adapt your strategies as needed. This could involve more frequent updates to Senior Executives or additional training sessions to increase engagement among Assistants.

So, once you’ve completed your stakeholder analysis, you need to create a business case that you can present at meetings with these stakeholders. Again, you can adapt the business case for the different groups you are presenting it to, but ultimately, it should contain information on the following aspects of the network: 

Creating a Business Case

A business case for building an internal Assistant network should include the following touchpoints:

• Increased productivity – Highlight how a network can facilitate knowledge sharing, leading to more efficient processes and better use of resources.
• Improved employee retention – Explain how the network can increase job satisfaction by providing professional development and a sense of community, thereby reducing turnover.
• Enhanced morale – Discuss how the network fosters a supportive environment, which can lead to higher levels of engagement and motivation among Assistants.
• Cost savings from reduced turnover – Turnover is costly due to recruitment, onboarding, and lost productivity. A supportive network can reduce turnover by improving job satisfaction.
• Efficiency gains – Well-trained Assistants who share best practices and resources can streamline operations, saving time and reducing errors.

At this point, if there are other networks in your organisation it is so worthwhile taking some time to speak to each of their founders and finding out from them how they crated their network, got buy-in and the business case they used to start the network. Making sure you collaborate with those who have gone before you will make this whole journey much easier.

Example Business Case for an Internal Assistant Network

Title: Business Case for the Establishment of an Internal Assistant Network

Prepared By: [Your Name]

Date: [Current Date]

Executive Summary:

This business case outlines the rationale for establishing an internal network for Assistants at [Company Name]. The proposed network, tentatively named [Network Name], aims to enhance productivity, improve employee retention, and boost morale among the organisation’s administrative professionals. By fostering a community, providing professional development opportunities, and facilitating resource sharing, the network will contribute to the overall efficiency and effectiveness of the company.

1. Introduction and Background:

At [Company Name], Assistants play a crucial role in supporting the daily operations of the business. However, they often work in isolation, leading to missed opportunities for collaboration, knowledge sharing, and professional growth. Establishing an internal network for Assistants will address these challenges by creating a platform for communication, training, and support.

2. Objectives:

The primary objectives of the [Network Name] are to:

• Enhance the professional development of Assistants through regular training sessions and workshops.
• Foster a collaborative environment where Assistants can share best practices, tools, and resources.
• Improve job satisfaction and retention by creating a supportive community.
• Increase the overall efficiency of the organisation by streamlining administrative processes.

3. Benefits to the Organisation:

a. Increased Productivity:

• The network will facilitate the sharing of best practices, leading to more efficient workflows. For example, a shared knowledge base can reduce the time spent on repetitive tasks by 15%, freeing up Assistants to focus on higher-value activities.

b. Improved Employee Retention:

• By providing a platform for professional development and peer support, the network will help reduce turnover among Assistants. It is estimated that reducing turnover by just 10% could save the company £[X] annually in recruitment and onboarding costs.

c. Enhanced Morale and Engagement:

• A strong network can boost morale by creating a sense of belonging and purpose among Assistants. Higher morale leads to increased engagement, which has been shown to correlate with a 20% increase in overall productivity.

4. Return on Investment (ROI):

Cost Savings:

• Reduced Turnover: With the implementation of the network, we anticipate a 15% reduction in turnover among Assistants, leading to potential savings of £[X] annually in recruitment and training costs.
• Efficiency Gains: By standardising processes and sharing best practices, the network could improve overall administrative efficiency by 10%, leading to an estimated annual cost saving of £[Y].

Investment Required:

• Initial Setup Costs: These include costs for setting up an intranet page, initial training sessions, and any branded materials (e.g., lanyards, welcome packs). Estimated cost: £[Z].
• Ongoing Costs: These include costs for periodic training sessions, guest speakers, and social events. Estimated annual cost: £[A].

Net Benefit:

• Total Estimated Savings: £[B] annually.
• Return on Investment: The initial investment of £[Z] and ongoing annual costs of £[A] will be offset by the anticipated savings of £[B], resulting in a positive ROI within the first year.

5. Implementation Plan:

Phase 1: Planning and Setup (Month 1-2)

• Form a steering committee.
• Develop a detailed implementation plan.
• Secure initial funding and resources.

Phase 2: Launch (Month 3-4)

• Launch the network with a kickoff event.
• Begin regular training sessions and workshops.
• Establish communication channels (e.g., newsletters, intranet page).

Phase 3: Ongoing Management and Growth (Month 5 onwards)

• Monitor and evaluate the network’s impact.
• Adjust objectives and activities based on feedback and performance.
• Continue to expand the network’s reach and influence within the organisation.

6. Conclusion:

The establishment of the [Network Name] represents a strategic investment in the development and retention of the organisation’s Assistants. By enhancing their skills, fostering collaboration, and improving job satisfaction, the network will contribute to increased productivity and efficiency across the organisation. We recommend moving forward with this initiative and look forward to the positive impact it will have on both our Assistants and the company as a whole.

Once you’ve crafted your business case for the network, the next crucial step is presenting it to the key stakeholders, such as Senior Executives, HR Managers, and Department Heads. Conclude your presentation with a clear call to action, such as requesting approval to launch the network, asking for initial resources, or seeking stakeholder endorsement. Ensure that the next steps are clearly defined and agreed upon before you move on to the next step in building an internal Assistant network.

Hopefully, your organisation will see the immediate benefits of having an internal Assistant network, but like many before you, this isn’t always the case. We will talk about what to do if you don’t receive approval, but for now, let’s move on to the next step – structuring the network and creating roles for the members.

Structuring the Assistant Network

Okay, so let’s assume you have come up with the idea of the network and have worked with a few of your colleagues to lay out the fundamental aspects of the network—vision, mission, objectives, etc. The next step is to think about how you are going to structure the network. In the early days, it is crucial to have a structure in place with defined roles and responsibilities.

Initially, you want to put together a steering committee that will help you secure buy-in and build the network structure and what you want it to achieve. Form a steering committee composed of dedicated Assistants who will lead the network’s initiatives in the first building stage.

This committee should represent different departments to ensure broad coverage across the organisation – but most importantly, they should be passionate about the network and have the time to dedicate to helping you get started.

Here are a few suggestions for the key roles:

• Chairperson – Leads meetings and ensures the network stays on track with its objectives.
• Administration – Manages communication and documentation, including meeting agendas and minutes.
• Training Coordinator – Organises professional development sessions and workshops.
• Communications Officer – Handles internal marketing of the network and liaises with senior management.

In the early days of any project, everyone is super enthusiastic about the initiative, but momentum can dwindle over time. Therefore, it is important that you put the structure in place for everyone to have their own responsibilities and autonomy so they feel empowered to keep pushing forward with the network.

The first meeting with your steering committee will really help set the tone for the network in the future. Let’s look at how to set up your first meeting and what you should discuss and implement.

The first meeting 

This meeting is an opportunity to bring together key members, align on the vision and goals, and create a collaborative environment where all voices are heard. Here are some pointers to help you navigate this important meeting:

1. Prepare Thoroughly Before the Meeting

• Set a Clear Agenda:
  Distribute a detailed agenda ahead of time that outlines the key topics for discussion. This should include an introduction, the network’s vision and mission, roles and responsibilities, initial goals, and next steps. Make sure to allocate time for open discussion and input from all members.
• Clarify Objectives:
  Define the main objectives of the first meeting, such as agreeing on the network’s purpose, establishing roles within the steering committee, and setting immediate priorities. This helps ensure the meeting stays focused and productive.
• Gather Relevant Materials:
  Prepare any necessary documents, such as a draft vision and mission statement, examples of successful networks, and a proposed timeline for the network’s activities. Having these materials on hand will facilitate discussion and decision-making.

2. Facilitate a Welcoming and Inclusive Environment

• Start with Introductions:
  Begin the meeting with a round of introductions. Ask each member to briefly share their background, why they’re interested in the network, and what they hope to achieve. This helps build rapport and allows everyone to feel included from the outset.
• Acknowledge Different Perspectives:
  Recognise that committee members may have different opinions, personalities, and visions for the network. Encourage an open dialogue where all perspectives are valued. You might say, “We have a diverse group here, which is a great strength. Let’s ensure that we listen to each other’s ideas and find common ground.”
• Set Ground Rules:
  Establish basic ground rules for communication and decision-making. For example, agree that everyone will have the chance to speak, decisions will be made by consensus where possible, and disagreements will be handled respectfully. This helps create a positive, collaborative atmosphere.

3. Align on the Network’s Vision and Mission

• Present the Draft Vision and Mission:
  Share the draft vision and mission statement you prepared. Explain the rationale behind them and how they align with the organisation’s goals. Invite feedback and be open to revisions based on the group’s input.
• Encourage Collaborative Refinement:
  Use this time to collaboratively refine the vision and mission. Ask questions like, “Does this vision resonate with everyone?” or “How can we adjust the mission to better reflect our collective goals?” The aim is to create a shared sense of purpose that everyone can support.

4. Define Roles and Responsibilities

• Discuss Committee Roles:
  Outline the key roles needed within the steering committee, such as Chairperson, Secretary, Training Coordinator, and Communications Officer. Clarify the responsibilities associated with each role and discuss who might be best suited for them.
• Volunteer or Assign Roles:
  Allow members to volunteer for roles that match their strengths and interests. If necessary, assign roles based on the group’s discussion, ensuring that everyone has a clear understanding of their responsibilities.

5. Set Immediate Goals and Priorities

• Identify Short-Term Goals:
  Work together to set some initial, achievable goals for the network. This could include planning the first network event, launching a communication platform, or finalising the network’s branding. Starting with manageable tasks helps build momentum and demonstrates early success.
• Establish a Timeline:
  Develop a rough timeline for the network’s activities over the next few months. Set deadlines for key milestones, such as the next steering committee meeting, the launch of the network, or the first training session. This provides structure and helps keep the group focused.

6. Encourage Open Communication Going Forward

• Plan for Regular Meetings:
  Agree on a schedule for regular steering committee meetings to maintain momentum and ensure ongoing collaboration. Decide whether meetings will be held weekly, biweekly, or monthly and whether they will be in-person or virtual.
• Create Communication Channels:
  Set up communication channels, such as a dedicated email group, Slack channel, or Microsoft Teams group, where committee members can easily share updates, ask questions, and collaborate between meetings. This ensures that everyone stays connected and informed.
• Foster a Culture of Feedback:
  Encourage continuous feedback within the group. Make it clear that the network is a work in progress and that everyone’s input is valuable. You might say, “As we move forward, let’s keep the lines of communication open. If something isn’t working or could be improved, let’s discuss it.”

7. Close the Meeting with Clear Next Steps

• Summarise Decisions and Actions:
  Before closing the meeting, summarise the key decisions made, the roles assigned, and the immediate next steps. Ensure that everyone knows what they need to do before the next meeting.
• Set the Date for the Next Meeting:
  Agree on the date and time for the next steering committee meeting. Confirm that it works for all members and reiterate the importance of everyone’s participation.
• Thank and Motivate the Team:
  End the meeting on a positive note by thanking everyone for their contributions and expressing confidence in the group’s ability to build a successful network. Reinforce the shared vision and the exciting journey ahead.

So, with your steering Committee in place, the next step is to look at what the network will do, how you will bring the Assistants in your organisation together and the events, if any, you want to organise.

What should an Internal Assistant Network look like?

Depending on your vision for the Assistant network and your objectives, you should put together a plan for how the network will function and its core activities.

Below are some key elements and examples of initiatives that can help shape and sustain the network, ensuring it becomes an integral part of your Organisation’s culture and helping the Assistants within the network thrive in their roles.

Structure of the Internal Network

Create three initial core focus areas or pillars that will define the network, this could include:

Collaboration and Knowledge Sharing

The network’s primary goal could be encouraging Assistants to share best practices, tools, and resources. This can be facilitated through regular meetings, an online forum, and collaborative projects.

Professional Development

The network could offer opportunities for continuous learning, 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.

Support and Mentorship

Establish a system where more experienced Assistants can mentor new hires, helping them integrate quickly and effectively into the organisation. This can include a ‘buddy system’ where each new Assistant is paired with a mentor.

Regular Meetings

You want your network to be able to meet either in person or online as often as possible. You don’t want these meetings to turn into griping sessions about colleagues and the Organisation, but you do want to foster trust and open dialogue when there are issues. Here are a few examples of how to encourage useful meetings.

Monthly Network Meetings

Organise monthly meetings where all Assistants can discuss current challenges, share successes, and collaborate on solutions. Depending on the team’s geographical spread, 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 the network’s progress, and address any issues.

Communication Channels

Having access to each other is unbelievably helpful for Assistants, so ensure you have some sort of communication channel open for questions and resource sharing.

Dedicated Online Forum

Create an electronic forum, such as a SharePoint site or Slack channel, where Assistants can share information, ask questions, and collaborate on projects in real time.

Shared Distribution List

Establish a shared distribution list for all Assistants to ensure everyone is informed about upcoming events, training opportunities, and important announcements.

Events and Initiatives

These can change over time but in the initial phase of building an Internal Assistant network it is important to have some events or touchpoints in place to form a focal point of the network. This could include:

A Launch Event

Kick off the network with a launch event to promote the initiative, explain its purpose, and encourage participation. This event can include a presentation on the network’s goals, an introduction to the steering committee, and a networking session.

Shared Calendar

Develop a shared calendar of 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

Organise regular sessions where Assistants can share insights on specific tools, processes, or industry trends. These could be short lunchtime sessions or part of the monthly meetings.

Network Charter

This document will set out all of the work you have done to set the network up, but also include guidelines or how you want the network to operate and how you treat each other in the network.

Rules of Engagement

Create a team charter that outlines the network’s objectives, expectations, and rules of engagement. This could include guidelines on meeting frequency, agenda setting, and decision-making processes.

Positive Focus

Emphasise that the network is a space for constructive collaboration, not for complaining about colleagues or the company. Encourage a positive, solution-oriented approach to all discussions.

Twenty ideas for your Internal Assistant Network

Here are twenty specific ideas and initiatives you can use to build your Internal Assistant Network. Not all of them will be relevant to your Organisation but they will give you a few pointers:

Electronic Forum and Communication:

1. Set up a closed SharePoint site, Teams group, or Slack channel for easy communication.
2. Create a shared distribution list for all Assistants to streamline communication.
3. Use the online forum to share best practices, tools, and resources.
4. Send out a monthly newsletter with updates, event invitations, and useful tips.
5. Establish a digital library where Assistants can upload and access important documents.

Professional Development:

6. Host a high-impact workshop on essential skills like advanced Excel or time management.
7. Organise a guest speaker series featuring senior leaders or industry experts.
8. Arrange a “Lunch and Learn” session on emerging trends or new software tools.
9. Create a calendar of internal and external training opportunities for ongoing development.
10. Start a book club focused on professional development books relevant to Assistants.

Mentorship and Onboarding:

11. Launch a buddy system pairing new Assistants with experienced mentors.
12. Develop a comprehensive induction pack for new Assistants with key contacts and resources.
13. Organise a welcome event for new hires to introduce them to the network and its members.
14. Set up a mentoring program focused on career development and skill-building.
15. Create a “New Assistant Survival Guide” with tips and tricks for thriving in the role.

Monthly Meetings and Engagement:

16. Establish a recurring schedule for monthly network meetings with specific themes.
17. Rotate meeting leadership roles to ensure diverse perspectives and shared ownership.
18. Use meetings to discuss common challenges and brainstorm solutions collaboratively.
19. Introduce a “Spotlight Session” where an Assistant shares a recent success or innovative idea.
20. Plan informal social events or coffee meet-ups to build relationships outside of formal meetings.

Overcoming Challenges

Building and maintaining an internal Assistant network definitely comes with its own set of challenges. It isn’t always going to be smooth sailing, so let’s address some of these challenges head-on.

1. Lack of Time

I don’t have to tell you this: Assistants often have demanding workloads, which can make it really difficult, despite their best intentions, to find time to participate in network activities. Here are three solutions:

• Flexible Scheduling – Schedule meetings and events at convenient times, such as during lunch breaks or at the start or end of the workday. Consider offering virtual options to increase accessibility for those with tight schedules.
• Efficient Meetings – Keep meetings concise and to the point, focusing on high-impact topics directly relevant to participants’ roles. Send agendas in advance and stick to them to respect everyone’s time.
• Asynchronous Participation – For those who cannot attend live events, offer recordings of meetings or summaries of discussions. This allows them to stay informed and contribute when their schedule permits.

2. Resistance to Change

Some Assistants may be sceptical about the network’s benefits or resistant to new initiatives. They may have been in the role or organisation for years and have seen such attempts to build networks come and go. Here are three suggestions for dealing with these colleagues:

• Clear Communication – Clearly articulate the value of the network by sharing specific examples of how it can enhance their work, such as reducing duplication of effort or providing professional growth opportunities.
• Share Success Stories – Highlight early wins and positive outcomes from network activities. For instance, if a workshop led to improved efficiency in a particular task, share that story widely.
• Involve Influencers – Engage respected and influential Assistants in the network early on. Their participation can help sway sceptical colleagues and demonstrate the network’s value.

3. Sustaining Momentum

Once you have everything set up, keeping the network active and relevant can be challenging. It requires continuous effort and engagement from members. Here are a few solutions:

• Regular Reviews – Periodically review the network’s activities and make adjustments based on feedback. This could involve rotating leadership roles to keep ideas fresh or introducing new initiatives that align with the evolving needs of the group.
• Engagement Strategies – Introduce a variety of activities, such as social events, professional development workshops, and knowledge-sharing sessions, to maintain interest and participation.
• Recognition and Rewards – Acknowledge the contributions of active members. Simple recognition, like highlighting a “Member of the Month,” can boost morale and encourage continued involvement.

4. Tall Poppy Syndrome

Tall poppy syndrome, where high-achieving individuals are resented or criticised by their peers, can be a significant issue within the network, especially if some Assistants feel threatened by the success or ambition of others, i.e., those who have set the network up in the first place. We hear this one a lot, unfortunately, so here are a few tips on dealing with tall poppy syndrome (or jealously that you set the network up in the first place):

• Promote Collaboration Over Competition – Emphasise the collective benefits of the network, such as shared knowledge and mutual support. Encourage a culture where success is celebrated as a win for the entire group, not just for the individual.
• Foster Inclusivity – Ensure that all members feel valued and included, regardless of their level of ambition or achievement. Create opportunities for everyone to contribute in a way that aligns with their strengths and interests.
• Address Negative Behaviour – If you notice signs of tall poppy syndrome, such as subtle undermining or exclusion, address it directly in a constructive manner. Reinforce the importance of a supportive and collaborative environment.

5. Lack of Budget

Again, we often hear this: you receive approval to start the network without an accompanying budget to support the programme you want to put in place. This obviously limits your ability to organise events, training sessions, or other activities but there are ways around it:

• Leverage Free Resources – Use free or low-cost tools, such as Teams, Zoom, or Google Meet, for meetings and communication. Tap into the internal expertise within your organisation to lead training sessions or workshops.
• In-Kind Contributions – Seek in-kind contributions from departments or managers, such as providing meeting spaces, sharing training materials, or allowing time for Assistants to participate during work hours.
• Start Small – Begin with initiatives that require minimal resources, such as creating an online knowledge-sharing forum or organising informal meetups. Demonstrating early success can strengthen your case for future funding.
• Volunteer-Based Activities – Encourage members to contribute their time and skills to organise events or lead discussions. This not only reduces costs but also fosters a sense of ownership and community within the network.

6. Lack of Interest or Engagement

I’m sure some of you will face this challenge at some point during the life of the network. Some Assistants may be content with their current roles and what they are doing. Some Assistants don’t see the need for personal development or learning new ways of working. They don’t see the value in personal development opportunities or knowledge sharing, which can lead to low participation. What can you do?

• Understand Their Perspective – Take the time to understand why some Assistants are less interested. Are they overwhelmed, satisfied with their current role, or unsure of the benefits? Tailor your approach based on these insights.
• Personalised Outreach – Reach out individually to these Assistants, offering specific examples of how the network could benefit them personally. For example, highlight how learning new skills could make their daily tasks easier or more enjoyable.
• Gradual Engagement – Start with low-commitment activities, such as a casual coffee chat or an informal lunch, to gradually introduce them to the network. Once they see the benefits, they may be more inclined to participate in more structured activities.
• Incorporate Quiet Quitting Awareness – Recognise that “quiet quitting,” where employees do the bare minimum required, can be a sign of disengagement. Address this by creating a supportive environment that reignites their interest in their role and offers pathways for re-engagement without overwhelming them.

No matter how excited everyone is about an internal Assistant network, you will face challenges getting the network up and running and then managing and sustaining momentum. Hopefully some of these solutions will help you meet theses challenges head on and overcome them.

Measuring Success and Evolving the Network

Lastly, I want to touch on two points that will help ensure the success of your internal Assistant network. First, it is important to measure success and adapt as necessary, here are a few metrics you can track:

• Monitor the number of Assistants attending meetings and events.
• Regularly seek feedback from members on what’s working and what could be improved.
• Track metrics such as reduced turnover rates, improved job satisfaction, and increased recognition of Assistants within the organisation.

Be open to change.

As the network grows, its needs and objectives may shift. Regularly revisit the vision, mission, and objectives to ensure they remain aligned with the Organisation’s goals and the needs of its members.

Celebrating Success

Finally, don’t forget to celebrate the network’s achievements. Whether it’s reaching a milestone in membership, successfully lobbying for new training opportunities, or simply seeing the positive impact on the day-to-day work of its members, take the time to acknowledge and celebrate these successes. Here are a few celebratory ideas:

• Annual Awards – Consider establishing awards to recognise outstanding contributions from network members.
• Social Events – Host an annual gathering to celebrate the network’s achievements and set the tone for the year ahead.
• Public Acknowledgement – Share the network’s successes with the broader organisation through internal communications channels.

Building an internal Assistant network is more than just a strategic initiative you can be part of – it really is a transformative step toward elevating the role of Assistants within your organisation. By fostering collaboration, sharing best practices, and offering professional development opportunities, an internal network can significantly enhance the efficiency, morale, and overall impact of Assistants.

While building an internal Assistant network may present challenges, from securing buy-in to managing diverse personalities, the rewards are so worth the effort. With careful planning, clear communication, and a commitment to continuous improvement, your internal network can become a vital asset to your organisation and can really elevate your profile within your organisation.

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 organisation.