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<ul class="summary-list"><li>Kristine <keyword id="4678054" type="General" weightage="80" keywordseo="valenzuela" source="Orion">Valenzuela</keyword> was recently hired as an <keyword id="227238" type="General" weightage="20" keywordseo="executive-assistant" source="Orion">executive assistant</keyword> to Atlassian's head of engineering.</li><li>She said on a recent podcast that she'd had to prove her leadership skills throughout her career.</li></ul>Kristine Valenzuela became the executive assistant to Atlassian's head of engineering, Mike Tria, in August, after having spent 11 years working as an executive assistant and chief of staff in the aerospace sector and for other software-development companies. She <a href="https://affiliate.insider.com?postID=636d52e8d01396437710cfd4&amp;site=bi&amp;u=https%3A%2F%2Fwww.linkedin.com%2Ffeed%2Fupdate%2Furn%3Ali%3Aactivity%3A6975521491584970753%2F">recently described</a> the <a href="https://www.businessinsider.com/8-companies-analysts-say-53-billion-atlassian-could-buy-2022-8">$53 billion software company</a> as "an incredible place, unlike any other company I've experienced."But even so, while reflecting on her larger career, she told <keyword id="15549080" type="General" weightage="50" keywordseo="jessica-vann" source="Orion">Jessica Vann</keyword>, the CEO of <keyword id="15549081" type="General" weightage="50" keywordseo="maven-recruiting-group" source="Orion">Maven Recruiting Group</keyword>, on a <a href="https://www.mavenrec.com/reach/season-3-episode-12" target="_blank" rel="noopener noreferrer">recent episode</a> of the podcast "<a href="https://podcasts.apple.com/gb/podcast/the-dynamic-duo-behind-sara-blakely-founder-of-spanx/id1482859791?i=1000567853326" target="_blank" rel="noopener noreferrer">Reach</a>," her role is often overlooked or misunderstood, or boiled down to simply "fetching coffee." Making an executive's life easier or "just getting stuff done," Valenzuela said — "almost no one sees the skill that's involved in doing that every day." She also pointed the finger at HR departments for the bad rap EAs get. "Internally, not enough people are elevating our value within the leadership team," she said."Telescoping" your value beyond the executive whose day-to-day you manage, she said, is crucial to getting the recognition, salary, and opportunities you deserve as an assistant. In other words, she creates good PR around her role and responsibilities to get people to see her as a leader — here's how.<h2>She embraces a servant-leadership mentality</h2>Valenzuela said that a "<a href="https://www.forbes.com/sites/forbescoachescouncil/2020/03/11/traditional-leadership-vs-servant-leadership/?sh=7f532626451e">servant leadership</a>" mindset — the philosophy where a leader is there to serve other people — is critical in her role. "It's all about approaching people with the mindset of, 'How can I help you?'" she told Vann. "The wrong way to approach it is to go in there and say, 'I need this, I need it now.'" She believes the key to effective servant leadership is providing context. "I always start with giving people proper perspective on what's going on," she said.Context can also be "the gateway to building your personal brand," Valenzuela added. "You're telling them that you know what's going on, you're explaining how all these different pieces of the business fit together," she said. In her experience, that's when people say, "She knows what she's talking about.""People start coming to me with lower-level problems, and then they start coming with bigger problems," she added.<h2>She makes her expertise known to others</h2>Sharing your broad range of knowledge across the business is another way to show your value as an executive assistant. Valenzuela recalled a time when a "very large personality" in her workplace came to her feeling panicked about a big meeting with senior executives where he felt out of his depth."I was like, you've got the finance guy. Integrate some finance numbers, that'll make him happy," she said of her conversation with him. "You've got the manufacturing guy, he's really big on precise data — so make sure if you're using data that pertains to his department that you get it directly from his office, because he does not want to see even a half a percentage point off of what that true number is."She said that a couple of days later, that colleague stopped by to thank her, saying that if it wasn't for her advice, he wouldn't have done so well. "I had to take that as a win," she said. "It was me knowing the context of what was going on, and the people involved, and the things they liked."<h2>She encourages her boss to advocate for her</h2>Valenzuela said that when she served as a chief of staff for another executive before Atlassian's Tria, she spoke with her boss about how he could best portray her position to other team members. It was his job to remind the team that she spoke on his behalf and was an extension of him."He needed to tell his direct reports, and anyone that he worked with on a regular basis, what the scope of my role was," she said.

3 ways an executive assistant at Atlassian proves her worth at work and shows her role is about more than just 'fetching coffee'

<ul class="summary-list"><li>On an episode of "Reach," Jessica Vann interviewed the executive assistant Shelley Trask.</li><li>Trask said dealing with a difficult boss starts with speaking to their values.</li></ul>Shelley Trask, an executive assistant and coach for other assistants, has been working for Slack's cofounder and chief technology officer, <a href="https://www.businessinsider.com/how-to-use-slack-effectively-desktop-mobile-cal-henderson-tips-2022-11">Cal Henderson,</a> since 2018. On an <a href="https://www.mavenrec.com/reach/season-2-episode-19" target="_blank" rel="noopener">episode of the "Reach" podcast</a>, she told the Maven Recruiting Group founder and host Jessica Vann that she and Henderson have "a very efficient relationship." But over the course of her career, she's supported other executives who haven't been as easy to work with.Here's how she's learned to navigate tough work situations and influence her boss' behavior for the better.<h2>Speak to their values</h2>When dealing with a difficult manager, it's important to identify what they hold true or what speaks to their values, Trask said on the podcast."For example, if someone really wants to be respected — so they've got a bit of an ego — or they just don't want people to disrespect them, you really want to explain to them how changing their negative behavior will add to people's perception of them.""The impact of that is that your direct reports feel undervalued," she said she told one executive who was always running late to one-on-one meetings. "I know that you care about attrition, I know you want to make people feel respected, so I'd suggest that we work together and see how we can keep you on time."<h2>Respect their time</h2>Trask told Vann that she gets 30 minutes a week alone with Henderson. Her goal during that meeting, she said, is to "make sure that I haven't done anything to make him think that the time isn't worth spending with me."With Henderson, for example, she might suggest ways to automate or take over tasks he doesn't need to be involved in, such as choosing lunch or planning presentations. "Identifying what your executive can let go of is going to be a really big game changer for both of you," Trask said.If your boss tends to miss one-on-ones, she said to ask them, "What can I do to make it easier for you to find that time to spend with me?" or suggest trying a different format for the meeting, such as a shared document or a phone call.For managers who have a hard time delegating, Trask said to suggest bucketing tasks: "Maybe there's buckets that you're willing to let me make decisions on your behalf where you feel like you're going to be OK with whatever the decision looks like."<h2>Remember your power</h2>When Trask coaches other executive assistants, they often tell her that they struggle with self-esteem and find it hard to speak up, she said. Her advice to them is to consider how crucial their role is to the success of the executive and company as a whole."Literally say, 'My job is to make you more successful, to save you time, and to take on things that you shouldn't be doing,'" Trask said."EAs are the heartbeat of the whole company," she added. "We have some of the most amazing power."

3 tricks for handling a difficult boss, from an executive assistant at Slack

<ul class="summary-list"><li>In an episode of the podcast "Reach," host Jessica Vann interviewed Jordan Sugar-Carlsgaard.</li><li>Sugar-Carlsgaard is the senior executive assistant to the cofounder and CEO of Airbnb.</li></ul>Brian Chesky founded <a href="https://www.businessinsider.com/things-airbnb-hosts-wish-guests-would-stop-doing">Airbnb</a> with Nathan Blecharczyk and Joe Gebbia in 2008. Since then, the company has grown to a valuation of more than <a href="https://companiesmarketcap.com/airbnb/marketcap/" target="_blank" rel="noopener">$76 billion and become one of the top-200 most valuable</a> companies in the world. It's also attracted criticism for affecting <a href="https://prospect.org/economy/evictions-conversions-dark-side-airbnb/" target="_blank" rel="noopener">housing affordability</a> and for its intense <a href="https://www.thetimes.co.uk/article/airbnb-lobby-msps-every-month-bs8scg2r5" target="_blank" rel="noopener">lobbying efforts</a> to stave off regulation.Jordan Sugar-Carlsgaard worked in Washington, DC, as the director of scheduling for the office of Rep. Steny Hoyer, the House Democratic whip and then the House majority leader, from 2017 to 2019. She was headhunted to join Airbnb as the senior-executive assistant to Chesky, the CEO, in 2019, and she describes the company as "captivating."Sugar-Carlsgaard spoke to Jessica Vann, the CEO of Maven Recruiting Group and the host of the podcast "<a href="https://podcasts.apple.com/gb/podcast/the-dynamic-duo-behind-sara-blakely-founder-of-spanx/id1482859791?i=1000567853326" target="_blank" rel="noopener">Reach,</a>" on an <a href="https://www.mavenrec.com/reach/episode-18" target="_blank" rel="noopener">episode</a> about the challenges of transitioning from politics to the tech giant and how she manages Chesky's schedule.<h2>At first, she felt intimidated</h2>"Starting anything new, it's always intimidating," Sugar-Carlsgaard told Vann.One challenge she faced was not knowing anyone in the company, much less "who the heavy hitters were." After a couple of months, she said she had to take a step back and remind herself that she was in a transition."I thought I would come in, bring all my scheduling wisdom from DC, and just change Brian's life," she said.Sugar-Carlsgaard admitted that it took one year to feel comfortable in the role. One way she dealt with the pressure was being more patient with herself and more humble.<h2>How she got up to speed</h2>Getting up to speed in the demanding role required asking everyone a lot of questions and doing research. She said asking vulnerable questions is also "a great way to create bonds with your teammates."Before Sugar-Carlsgaard started, Chesky's team was beginning to transition into having "a lot of eyes" on them as Airbnb grew bigger. With big plans for the next 12 months, the team didn't have a consistent method of collaborating with other teams within the company."One of the things we wanted to try to work on was fostering these relationships with our internal-communications teams, external-communications teams, the executive team, and all of the different companies within Airbnb," she said.<h2>Consistency, transparency, and trust were critical</h2>When asked to name the keys to offering good support, Sugar-Carlsgaard said it comes down to communication, transparency, and consistency. But, she said, "not consistency in the sense of every day needs to look the same, because that's completely unrealistic."To her, consistency means establishing how you want to work together. Transparency is establishing trust and authenticity so that your principal is comfortable letting you into their life to handle confidential matters and to problem solve together.When an executive assistant is on the front lines supporting their boss, they need to represent them appropriately. This should create "a good, honest image of who this person is, and how they would want to be received," Sugar-Carlsgaard said.On especially hard days, whether she's talking to a VIP or to a new intern, she returns to a philosophy of "be nice, be honest, and be helpful" to represent Chesky as he wants to be known and seen.<h2>Keeping the CEO's schedule organized</h2>Sugar-Carlsgaard described Chesky as "very much a creative.""His approach to how he uses his time and how he communicates with his company and his team is very different than what I had been used to on the political side," she said.Staff in the company were already used to asking for his time when she started, and it was Sugar-Carlsgaard's role to establish a standard of what his priorities would look like."The last year and a half has been a really eye-opening experience for me and Brian to work together to figure out how we use his time best, because he does really want to be available to everyone," she said.At the same time, Chesky's approach also "makes it really hard to keep things moving on track and on time, to set some boundaries, and to have some consistency in how he communicates and what he does every day."This is an ongoing challenge for the pair, with Sugar-Carlsgaard noting that they don't have a set way of handling specific situations, and they address things on case-by-case basis to "dissect" his priorities and focus.It's the way Airbnb functions, she said. "Everyone has Brian's email; he talks to the company every week. He really wants to be visible and open."<h2>Working out rhythms </h2>A key part of her role became trying to align on protocol and expectations for meetings with Chesky. She also became a point person for "fleshing out details about how Brian likes to work best on certain things," she said.Giving herself a break and not being afraid to seek guidance helped her handle difficult days.She told Vann that she learned it was OK to tell Chesky: "I don't know, but let me find that answer for you." He realized, she said, that "I'm human, and I'm not always going to have everything out there ready, but I will come back to you, and we can figure it out."Sugar-Carlsgaard added that Chesky is approachable, which is important for building a relationship with a CEO. Sometimes this means having a quick get-together, where she asks him questions about what he thinks, what he needs, or what's the plan, she said. <h2>Advice for others</h2>Sugar-Carlsgaard's advice for starting in a new industry is simply: "Take the risk." Even if it doesn't work out, it can be an "enlightening experiment" that helps you work out what you want.Breaking into Big Tech was about "trusting myself and being able to sell myself and my experiences," she said. Activating a network of mentors that she respects and relies on has made a big difference.When it gets really hard, she suggests stepping back and reevaluating by asking yourself questions like: "How should I do this?" and "Why are they not receptive to me wanting to do it this way?""Risk-taking, trusting yourself, and having a network — I think these can really create a path professionally that helps you identify what your strengths are and where you want to go," she said.

Airbnb CEO Brian Chesky's assistant shares the main reason why his schedule is so difficult to manage and how she broke into Big Tech

<ul class="summary-list"><li>Jessica Vann recruits executive assistants for companies like Okta at her company Maven.</li><li>She says executive assistants are nothing like secretaries — they're the eyes and ears of a leader.</li></ul>This as-told-to essay is based on a conversation with Jessica Vann, the CEO and founder of <a href="https://www.mavenrec.com/">Maven Recruiting Group</a>. The following has been edited for length and clarity.I launched Maven in 2010 as a bootstrapped startup. I didn't know it then, but I was pregnant at the time, too. Before that, I graduated from UC Berkeley in 2003 and worked in recruiting for two Bay Area firms.We specialize in recruitment of executive assistants for Silicon Valley firms and some adjacent companies in Miami and New York, including Okta, Opendoor, Instacart, 23andMe, and Palo Alto Networks. In spite of all the layoffs happening right now, we're not seeing many in this field. Top-performing executive assistants are viewed as valued assets, not as liabilities. After all, an executive assistant preserves a company's scarcest and most precious resource: the leader of the organization.We have 20 staffers now and have stayed relatively boutique, though COVID-19 and the shift to remote work have allowed us to expand our business footprint and diversify our talent pool with people all across the country. Most executives and companies are adopting a hybrid-working model these days. There's definitely value to being in person with a role like this, because relationships are often the currency that enables executive assistants to be so successful and impactful — and that's a hard thing to cultivate without investing the in-person time.<h2><a href="https://www.mavenrec.com/2022-compensation-guide#data">C-suite-support salaries</a> in tech vary depending on the nature of the firm</h2>Salaries for executive assistants in venture capital tend to range from $115,000 to $170,000, plus bonuses. In startups and tech, salaries are generally $130,000 to 180,000 base with equity.At the highest levels in both industries, base salaries tend to top out at $250,000 — these are roles supporting name-brand public tech companies or founding partners of a VC or private-equity firm.We interview candidates for specific roles, as well as for potential future roles. We find people through our referral network, via our recruiting team sourcing candidates, and via LinkedIn.<h2>The reality of a modern executive assistant is often different from what people think</h2>The work for executive assistants is nothing like that of secretaries in "Mad Men" or of Anne Hathaway in "The Devil Wears Prada." In these instances, they're either "just a secretary," with no concept of the secretary serving in the capacity of strategic business partner, or a punching bag for the office who does menial tasks.The executive assistant is the person who is safeguarding and protecting the contributions, the time, and also the sanity of the most important people in the organization. When you think about the impact these leaders have — running firms making billions in revenue and employing tens of thousands of people — that's no small feat.There's a staggering level of access and intimacy in these roles. Outside the day-to-day, an executive assistant might find themselves on a private jet to the World Economic Forum in Davos, helping their boss prepare their presentation. Or they can be at a merger-closing dinner party drinking a $2,000 bottle of wine after making sure that everything went off without a hitch. They might be navigating an IPO, a serious risk, or a crisis in the press. Sometimes they're in situations so confidential that they can't even tell their spouses what's going on. Good executive assistants are interested in business and find this riveting.A high-level assistant role is the best seat in the house — how many people get to work within the pulse and brain trust of an organization?<h2>An executive assistant is a proxy for their executive — so they do a lot of decision-making</h2>Executive assistants are often the first point of contact for deflecting lower-level issues that shouldn't take the attention of their executives. The key challenge for a lot of big executives is managing and focusing their time. Higher-order executive assistants are not just moving meetings but thinking about questions such as: What's the significance of this time? What are the consequences of moving this meeting? Has this already been moved four times? Is there any concern about alienating people? How does this align with their priorities?Executive assistants also often need to prepare the executive for important meetings — for instance, gathering talking points, putting together board presentations, or helping to manage relationships with the board and direct reports.Executive assistants are the eyes and ears of their executive. I can't tell you how many times executives and their assistants have told me that they're the person who captures concerns bubbling up within an organization. People might see the executive as inaccessible, but the executive assistant can be a conduit for vital information, such as concerns about another staff member. Raising issues to an executive assistant can give the executive the opportunity to intervene while there's still a chance.<h2>There's no set of qualifications or experience to get an executive assistant role</h2>There's a low barrier to entry in terms of credentials, but there's an extremely high barrier to entry in terms of ascending to the rank of people who support the Mark Zuckerbergs and Elon Musks of the world.The most important qualities in a good executive assistant are trustworthiness and foresight. This means that they show extreme discretion, have the ability to instill confidence, and are incredibly proactive. I once heard it said, of an executive assistant who currently supports a Silicon Valley behemoth, that "she is more loyal than your childhood dog." The phrase stuck because it's not only witty but true.Supporting the C-level is like playing chess: You have to anticipate things like, who are key decision-makers to have in the room? What are the outcomes that may come from a situation? How can we circumvent those situations? What are the plan B and C outcomes that could emerge, and how can I plan for those? A lot of foresight is driven by business acumen, so they really have to be knowledgeable of the business landscape.<h2>We ask executives to define the type of person who will be successful in the role. These aren't easy skills to measure, so it's often extrapolated from a person's background.</h2>Some of the traits we're often asked to find include communication, prioritization, proactiveness, business acumen, negotiation skills, reasoning, and leadership. Oftentimes, clients will hire for potential over experience, particularly when it comes to growing startups that are after a "put me in coach, I'll play any role" type of person. Tenure and longevity, as well as types of roles, matter in a candidate. It's virtually impossible to overcome a consistently spotty track record where they've moved around a lot of companies.Younger or early-career executive assistants can make it in Silicon Valley. Having good business acumen, experience, and judgment will give you an advantage in this role, but the executive assistant role is also a great place to learn those things. Intangibles also matter a lot in this career. Discretion, maturity, poise, reliability, and accuracy — these are all traits that are ageless.We also place a lot of stock in their engagement with us. How they show up to us is indicative of how they'll show up in their role.<h2>The do's and don'ts for interviewing haven't changed much</h2>We have a thorough interview process. Typical questions include "What are your nonnegotiables?" "What's an example of a business-critical situation you successfully navigated on behalf of your executive?" and "Tell me about your thought process in managing your executives' calendar and time." We glean a lot from how they answer questions, what they share and don't share, how forthcoming they are, and their finesse.Disparaging your former boss is still the biggest faux pas you can make, and yet it continues to happen. Unfortunately, it doesn't matter how atrocious that person may have been. As an interviewee, you have to find your spin. I encourage people to work on whatever situation they're coming out of, because they don't want to project it into the conversation. It's best to not mention it at all.These roles often involve working for a very high-profile person, so executive assistants need to be mindful of how they project themselves in the public arena. It's a challenging area, because there's so much collateral that's available about people on platforms like Instagram and Facebook.The availability of information goes both ways. Before an interview with your potential boss, research like a journalist. Figure out their communication style. There will be information online, such as Twitter feeds and media interviews, where you can determine how they talk, what they wear, and their interests and priorities.A good candidate is curious and sophisticated and knows how they can provide value. After all, they need to be able to ask the executive pointed questions and be candid and authentic in response to questions asked of them. Good questions to ask include "What are your biggest pain points currently?" "In an ideal world, where would you like to be spending your time? What's currently impeding your ability to do that?" and "What does success look like for you in this partnership?"Are you a recruiter or executive assistant at a major tech company? We'd love to hear your story — email akalish@insider.com.

I fill executive-assistant jobs at tech companies that pay up to $250,000 a year. There's a surprisingly low barrier to entry — I just look for these traits in people.

<ul class="summary-list"><li>Katie Thomas is a senior executive assistant at Uber and a former assistant to Postmates' CFO.</li><li>She worked her way up in tech by networking and posting frequently on LinkedIn.</li></ul>Katie Thomas has been a senior executive business partner at Uber since March 2021, after the ride-hailing giant <a href="https://www.businessinsider.com/uber-buys-postmates-for-2-65-billion-2020-7">acquired her previous employer, Postmates</a>, for $2.65 billion. Before that, she was the executive assistant to Postmates' chief financial officer.A self-described introvert who seeks out careers with "mission-driven companies," Thomas worked her way into Big Tech after starting as a receptionist for a private-equity firm. She told Jessica Vann, the CEO of Maven Recruiting Group, on a <a href="https://www.mavenrec.com/reach/season-2-episode-8">recent episode</a> of the podcast "<a href="https://podcasts.apple.com/gb/podcast/the-dynamic-duo-behind-sara-blakely-founder-of-spanx/id1482859791?i=1000567853326">Reach</a>" that "taking a shot" with a good first impression — whether in real life or online — early in her career opened a lot of doors.Her first piece of advice to anyone starting out is to be active on LinkedIn and connect with people whose career paths mirror your goals. Here's how — and her tips for interviewing for a role at a big tech company.<h2>Be honest, and be yourself</h2>A few months after beginning her role at Postmates in April 2020, Thomas <a href="https://affiliate.insider.com?postID=63ada443386467544b53e215&amp;site=bi&amp;u=https%3A%2F%2Fwww.linkedin.com%2Fposts%2Fkatie-thomas-is-awesome_executiveassistant-remotework-growth-activity-6687454112549871616--OtN%3Futm_source%3Dshare%26utm_medium%3Dmember_desktop">posted on LinkedIn</a> about her "unusual journey" starting a job entirely remotely, expressing gratitude for "the chance to expand my horizons and challenge myself." The post received more than 3,000 likes and 100 comments."That was an inspiring moment," Thomas said on the podcast. Since then, she added, she's grown her profile to more than 2,200 followers by "recognizing my value and the accomplishments I have made."For anyone trying to be more active on the platform, she warned against copying how others engage. "Be as authentic as possible in the things that you like and the things that you comment on, the people you connect with," she said.<h2>Send your message far and wide</h2>Thomas' position with Postmates was also her first time assisting anyone in the C-suite. So, eager to find a mentor who could guide her through this new challenge, Thomas messaged about 30 to 40 executive assistants who supported CFOs in the tech industry.She said she told them it was her first time working in tech and for a C-suite and asked for any tips and tricks. She added that while she got only a few responses, "those few people that I was able to connect with, I still connect with to this day."These contacts, she said, remained some of her "biggest cheerleaders" as she transitioned to new roles in the industry.<h2>Be bold in a way that works for you</h2>Thomas said she often finds networking and work events draining, so it was crucial to find "that right method or tool that works for you."Once, when covering for someone on leave, Thomas had to reschedule an executive's meeting with Salesforce. Thomas Googled the executive assistant at Salesforce and saw that she had an impressive background."She was where I wanted to be five or 10 years from now," Thomas said. Getting a "good vibe" from email exchanges, Thomas said, she asked if the other executive assistant wanted to get a coffee or a drink."The worst they can say is no," Thomas said.Thomas said that they went for a drink a few weeks later and that the executive assistant "really helped me think through what my next steps would be."Thomas credited this experience with pushing her to be bolder when it came to LinkedIn and other networking opportunities.<h2>Come prepared with talking points</h2>Thomas said positivity is her superpower in interviewing for roles in tech. "People understand who I am right off the bat, and that sometimes that might not work for everyone," she said. But by being authentic, Thomas added, she can "weed out" people she might not enjoy working for.Asking smart questions is crucial, too. "It's easy to be asked questions the whole time and not come prepared with ones of your own," Thomas said. Some of her favorite to ask are "How much time do you spend with your direct reports?" "What are your priorities in your business as well as your personal life?" and "Are there are other executive assistants I may be working with?"If the answer to the last question is yes, Thomas said, she'll ask herself: "Are they also excited about their growth? Are they willing to help and help me understand what's going on?"She added that executive assistants should be prepared with "points of why you want to work there and what's important to you and the things that are exciting to you about what that company is doing."She said that in her experience, interviewers want to hear about an interviewee's ideas and goals — what they're working toward, and whether they're going to partner with the executive and match them in terms of hard work and care. "I always make sure that I am researching what they're doing and the things I want to help with," Thomas said.Thomas said that finding the right executive to "grow with me" has been another key to her success. That means supporting someone who understands her goals — one of which, she said, is "working with other kind people."

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3 ways an executive assistant at Atlassian proves her worth at work and shows her role is about more than just 'fetching coffee'

Elle Hardy

3 tricks for handling a difficult boss, from an executive assistant at Slack

Elle Hardy

Airbnb CEO Brian Chesky's assistant shares the main reason why his schedule is so difficult to manage and how she broke into Big Tech

Elle Hardy

I fill executive-assistant jobs at tech companies that pay up to $250,000 a year. There's a surprisingly low barrier to entry — I just look for these traits in people.

Elle Hardy

A senior executive assistant at Uber and self-described introvert shares the LinkedIn strategy that launched her career in Big Tech

Elle Hardy

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