Aliina Rowe is an experienced Executive Assistant and certified Change Management Practitioner.
In this episode of The Leader Assistant Podcast, Aliina shares her career journey and talks about managing constant change as an assistant.
LEADERSHIP QUOTE
Dream big. Start small. But most of all, start.
– Simon Sinek
CONNECT WITH ALIINA
ABOUT ALIINA
Aliina Rowe is a proud, experienced Executive Assistant who believes wholeheartedly in the unique and integral role of the assistant when it comes to good, meaningful, and impactful organizational change.
She is a certified Change Management Practitioner and has completed the Executive Diploma in Organizational Change from Warwick Business School with Distinction.
She has authored articles on the topic of organizational change in Executive Support Magazine, with a focus on how assistants are engaged in building foundations for change by creating nurturing, inspired and organized working environments alongside the executives and teams they support.
In 2022, Aliina was selected to present her paper “The Administrative Profession Defining a Role in Organizational Change” at the World Administrators Summit. She has continued her involvement in the World Administrators Alliance Summit Task Force and is also a member of IMA Germany.
A lifelong learner, Aliina is equally passionate about empowering assistants to further their own personal development as well as connecting with each other for support. She is also a founding member of the Assistant network in her company, steering assistant-focused communications and activities.
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EPISODE TRANSCRIPT
Aliina Rowe [0:00 – 0:23]: Hi, I’m Alina Rowe and today’s leadership quote comes from Simon Sinek. And it is – dream big, start small, but most of all, start. The Leader Assistant podcast exists to encourage and challenge assistants to become confident game changing leader assistants.
Jeremy Burrows [0:32 – 1:31]: Hey, friends, welcome to the Leader Assistant podcast. It’s your host, Jeremy Burrows, and this is episode 330. You can check out the show notes at leaderassistant.com/330 and I usually don’t say this in the episodes because I record conversations sometimes months in advance, sometimes a couple weeks in advance of publishing. But today’s a very special day, this recording day. So this episode is going to go live in June, but today is actually March 28, 2025, which is a very special day because it is the birthday of the podcast. And so my podcast very first episode was published on March 28, 2019.
Aliina Rowe [1:32 – 1:33]: Okay. Six years.
Jeremy Burrows [1:33 – 1:55]: Congrats. So, yeah, this is the sixth birthday, so I’m excited. Alina Rowe, welcome to the show. You’ve got this very special recording day. Again, we’re publishing this later on in the year, but I figured it’s a fun day to celebrate the birthday of the podcast and have an interview on the birthday of the podcast. So, Alina Rowe, welcome to the show.
Aliina Rowe [1:56 – 2:01]: Thank you. Thanks so much for having me on the special day. I didn’t know that. That’s amazing. No pressure, Jeremy.
Jeremy Burrows [2:01 – 2:06]: I know, right? Yeah, it’s just my, my podcast birthday party, so. And you’re invited and you didn’t even.
Aliina Rowe [2:06 – 2:09]: Know I would have had balloons here.
Jeremy Burrows [2:10 – 2:16]: Awesome. Well, tell us what part of the world you are in and what’s your favorite thing to do when you’re not working.
Aliina Rowe [2:18 – 3:02]: So I am in Frankfurt, Germany. And yeah, I’m originally from the US from Minnesota, but I have been in Frankfurt, Germany for now 20 years. And what do I like to do when I’m not working? I like to hang out with my, my teenage boys when they will let me and my family and my friends like to go hiking, hang out with my dog Johnny, like to write and I like to travel Here in our location, we can be, you know, in another country in a day. So that’s pretty cool. And yeah, that’s how I, how I spend my free time.
Jeremy Burrows [3:03 – 3:08]: Awesome. What, what got you from Minnesota to Frankfurt?
Aliina Rowe [3:09 – 4:02]: Yeah, well, there, that’s a long sort of squiggly path, but basically, like a lot of people who end up in Germany who aren’t German, I followed my now husband who wasn’t my husband at the time, he’s from England actually, so just to make it even more fun, he had a job offer here in Frankfurt. And so when it came time to choose where we needed to be and Frankfurt, we were like, yeah, why not? Neither of us spoke German. I don’t even think he had been to Germany before, in fact. And yeah, been quite an adventure. Which was, you know, now, which was meant to be a couple years. It’s now 20. 20 years. So. Yeah, but we, we like it here. Yeah.
Jeremy Burrows [4:03 – 4:13]: So that’s great. I actually had the privilege of going to Frankfurt in I think it was 2016 or 17. I’d have to look back.
Aliina Rowe [4:14 – 4:14]: Yeah.
Jeremy Burrows [4:14 – 5:25]: Brought my wife and I did a, a training at the European Central bank for assistance. And I remember we had a really long flight, I think we had a 14 hour flight, but we were delayed on the tarmac for two hours before we took off. Which is definitely not what you want to do on a, on an international long flight like that. But I remember we landed and the first sent, we were so we know we were jet lagged and tired, but we were also really hungry. And so the first thing we did was just looked up on Yelp like, let’s find a good German pub or something and we found this really high rated one and we went and it was like a hole in the wall pub that was packed, but there was two seats on the end of the bar and so we’re like, all right, this is it, it’s meant to be. So we sit at the bar and I don’t know if it’s because we were jet lagged and starving or if it really was the best, best food and the best beer we’ve ever had, but it’s one of those meals where we’re like, man, that was some of the best schnitzel, like German light beer that we’ve ever had. And I don’t know if I’m ever going to be able to experience that again. So anyway, that was our Frankfurt experience, so that’s fun.
Aliina Rowe [5:25 – 5:31]: Yeah, Frankfurt is. Yeah, they’re definitely known for their schnitzel and also their apple wine. I don’t know.
Jeremy Burrows [5:31 – 5:32]: We did try some.
Aliina Rowe [5:32 – 5:36]: Yeah, you don’t have to love it, but you have to try it.
Jeremy Burrows [5:36 – 5:36]: Right?
Aliina Rowe [5:36 – 5:38]: For sure. That’s great.
Jeremy Burrows [5:39 – 5:50]: Awesome. Well, tell us a little bit about your career. You. Yeah, just, just. Yeah, just give us kind of a highlight of, of your career journey and where you’re at today.
Aliina Rowe [5:51 – 9:24]: Okay, so we’ll date myself a little bit, but my career journey is, you know, 20, 25 years that I’ve been in the workforce. So I started off at a, at a financial institution at a bank in the US as a retirement plan associate. And then I moved on. My first assistant job actually was. I moved to California with that same institution and was a, was a sales assistant for a couple of people for two years there. So that was a great experience, you know, down to reconciling the books at the end of the day to also going out to get lunch, you know, which I didn’t mind being on San Francisco Bay at lunchtime. There are worse places, worse places to be. So that was my first couple years experience as an assistant, actually. And at that point, after a couple years, I would say I wasn’t really challenged anymore in that particular space. So I took some time off and went to go teach English in Costa Rica for a couple months, which is where I met my now husband. And after that we, you know, I had to change again careers, or let’s say my path kept going in a new direction and we landed in Frankfurt and I taught English here for a couple of years, which, you know, now that I have the privilege of perspective, I think those were really two good years for me to get to know the German culture and German people. And, you know, when you’re going into people’s offices and people’s classrooms, really was a. Was a really good time for me as well. I was just thrown in. Thrown in. They literally put you into like a. They showed me a closet. I was like a freelancer, you know, so they just gave me lessons and then. And here’s your books. And it was like a closet and it was like talked about and that was it. I just, you know, had to make of it what I, what I could. So that was an interesting, very worthwhile two years of my career. And then when we decided that we were going to, in fact stay here longer, I wanted to go back into the financial industry. That’s where I had my previous experience. And Frankfurt, as you probably know, also having been at the ecb, is a financial hub here. So, yeah, so I started work at the company where I still am at 18 years later. I worked in operations there for some years, seven years. And then I was looking for a change. And basically, I think like a lot of assistants I know who you’ve also interviewed just sort of stumble upon the role sometimes. And I think because I had had the experience also at the previous company, the executive assistant role stuck out and called to me. So I, I applied and I’ve been working in that role in the same place for the last 10 years as an EA.
Jeremy Burrows [9:24 – 9:45]: Wow, that’s great. And what’s your, you know, you said you kind of had a little bit of experience there, but then it, it appealed to you once you got into it, you know, when did you, when did you see it as okay, not. I’m not just trying this out again. This is like something I want to do for a while.
Aliina Rowe [9:46 – 11:52]: Yeah, that’s a good question. I think there are a couple reasons how and when I saw that. One, I have the perspective in the context of having done those other jobs in those other roles before. And so I knew, I knew that what I was doing on a day to day basis, you know, was integral to the, to the success of the team actually, and to the person that I, that I was supporting. I didn’t sort of doubt myself in that regard at that point in my career. I was, yeah, really kind of all in there. And then when I started to do research in the context of looking for new trainings and things like that, I started to look into organizational change because it was clear to me that that is actually what we were doing and what was happening around us all the time. And then it turns out that there are courses and all sorts of things that, about managing change. And I looked at it not from, you know, as, you know, we have a different perspective and a different view in organizations. So when I started to look through it through the eyes of an assistant, I really, not before on LinkedIn or hadn’t really been in, you know, outside of my own box, shall we say. And once I started to open that door, then I was like, wow, there’s a whole global community and all these leaders and so many administrative assistants globally or whatever title we want to call ourselves. Yeah, we know there’s like a million titles and that really was a confidence booster and also say a. What’s the word? Just confirmation.
Jeremy Burrows [11:52 – 11:53]: Yeah.
Aliina Rowe [11:55 – 12:33]: That there was a whole community of assistance. Community doesn’t even necessarily do the word justice because that maybe makes it seem small. You know, it’s, I mean, it’s huge. So. And I really was inspired by the people that I met and the things that I was reading. And actually that’s when I discovered, discovered your book. Your book came out at exactly the right time for me because I, I picked it up. I was looking into, you know, how do assistants engage in change also from like a research perspective from my course and that really, you know, like a lot of things, once you know it, you can’t unknow it then.
Jeremy Burrows [12:33 – 12:33]: Right.
Aliina Rowe [12:33 – 12:43]: You know, it was inspiring. And also the people and everyone I met has just been nothing less than inspiring.
Jeremy Burrows [12:44 – 12:52]: That’s great. That’s great. So what has been your least favorite part about being an assistant?
Aliina Rowe [12:53 – 13:47]: My least favorite part? My least favorite part about being an assistant. I think it came as a surprise to me that the assistant community needed advocates and allies. That is, shall we say, my favorite part of my favorite part now. But I think when I discovered that, oh, not everybody understands this role or, oh, I have, you know, we have to explain what we do or we can’t fully explain what we do to outsiders who aren’t assistant sometimes that in the beginning for me was a, was a, was a wake up call, which is one reason why I’m, I’m started to study about change and why I have become an advocate for assistance.
Jeremy Burrows [13:48 – 14:01]: Nice. So talk a little bit about the, you know, we’re going to talk about managing change sometimes constant change as an assistant. You know, I like to say there’s never a dull moment. That’s part of why I like the role.
Aliina Rowe [14:02 – 14:02]: Yeah.
Jeremy Burrows [14:03 – 14:41]: Because it always keeps you on your toes. But change is still hard and can be hard, harder, depending on the types of change and the amount of change and even the frequency. But what got you into that change management and how have you applied that? And maybe even just talk a little bit about, because you’re a certified change management practitioner. So tell us a little bit about that, what that means and kind of what got you into that. And then let’s, let’s dive into how we can apply that to our roles as assistants.
Aliina Rowe [14:42 – 14:46]: Okay, so that was a few questions.
Jeremy Burrows [14:46 – 14:56]: Yeah, sorry, I do that sometimes. I ask like seven questions in one sentence. Start with, let’s start with why you got into the change management, why you got certified and you know, what kind of got you into that.
Aliina Rowe [14:57 – 17:08]: Yeah, well, I’m, but at the core, I’m a lifelong learner and I like certification, I like, I like courses and I like to be, you know, I like a beginning and an end. That, yes, I’ve studied this and I know this and I feel that that’s an accomplishment. And so the certification to me was important as, as well as the learning. Learning, of course, just as important. I could see that everything that was happening in my team and you know, working with the executive that I work with, that, that is at its core what we were doing and what we were facing was change, not business as usual. You know, going into there is always business as usual. But there’s always an undercurrent of change, or there’s some incremental changes or some planned changes. And I really wanted to understand that because I think a lot of us think of change, or the change management certification, for example, is focused on really like a change project. So a start, a middle, and an end and how you manage something like that. So this I did study, and this I understand. But I think what is not talked about enough is the role of continuous change. Because I think as assistants, we think, okay, I can’t be involved in that because I don’t know when it starts, I don’t know what role I play, and I don’t know how do I fit into the change that’s happening in my organization. And the fact is, it’s already started and you’re in the middle of it. And I really wanted to understand the dynamics of change in general because I knew it was more than just a planned changed initiative. That answers the question about why I wanted to study it.
Jeremy Burrows [17:09 – 17:36]: Yeah, I mean, I love how you said it’s kind of like the core of what you were doing in your role and in your. In your team. So it makes total sense. So, okay, so that’s why you got into that and studied it. So then how. What have you learned throughout your education and change management certification and all that that you’ve now been able to apply to your role as an assistant?
Aliina Rowe [17:37 – 20:22]: Yeah, so I approach change now in a more proactive way, first of all. And I see change in a different way. And I see, you know, as assistants working alongside the leaders of organizations were a part of maybe implementing changes or requesting the report or, you know, saying what needs to be done. And change is happening at a lot of different levels. It’s also. We’re not. We’re not just, you know, trying to manage changes. We’re also experiencing that ourselves. And so I think I was reminded, reminded of that. And just like anything else, you know, put on your own mask before you. Before you help others. I mean, that’s been an eye opener for me about understanding that I’m not. We’re not only, you know, implementing changes, but we’re also going through it. And that was confirmed to me in a lot of the books I read, assistant books, including yours. You also have the whole chapter, you know, or chapters on it of self care. And, you know, I didn’t necessarily. When I was first starting, I was like, oh, I want to study about change. I don’t want to study, you know, self care. How do I. What does this have to do, you know, and actually it’s really at the core of managing, of managing change. And I saw that over and over again in our classes and our courses about mindset, about the fact that mindset of leaders is the decisive factor in whether a change initiative is successful or how people around you are experiencing change. So that’s not, it’s not just a fluffy term, you know, self care or mindset. There are real practical implications of having a mindset for change. So this is actually part of the framework that I created. I created a framework based on small, small steps towards change because that rang true to me and I think it rings true to a lot of people that it’s the small things that matter. You know, small stuff is the big stuff. And I know there’s of course the saying, you know, don’t sweat the small stuff. I would argue that actually we need to, you know, as assistants, we do sweat the small stuff. We sweat the details. And actually that can make a big, A big difference.
Jeremy Burrows [20:23 – 20:23]: Yeah.
Aliina Rowe [20:23 – 20:31]: So I do approach change in a totally different. With a new set of eyes, personally.
Jeremy Burrows [20:32 – 21:13]: Nice. So then, like, if I’m, you know, I coach assistants and talk with assistants all over the world and one of the common, common changes that they face is, you know, whether it’s a job change, like, hey, I’m going to a new company and I’m working with a new executive, or specifically I wanted to ask about, you know, their executive changes. And maybe it’s, they’re in the same organization, but they got assigned a different executive or they got assigned additional executives. You like that fun, fun assignment where it’s like, oh, you’re going to keep supporting so and so, but you’re also going to support these two other people.
Aliina Rowe [21:13 – 21:14]: Yeah.
Jeremy Burrows [21:15 – 21:37]: So what’s a, what’s something that you can just practically share with those listening that are going through a change like that where it’s like, I’ve got to work with a new executive or I’ve got my executive got swapped out, or I got new executives added to my job description. What’s something that you kind of encourage those listening that are going through that type of change?
Aliina Rowe [21:38 – 29:02]: Well, first of all, to acknowledge that that’s a hard thing and that’s okay, that that’s a hard thing. I mean, change is hard. And even moving a desk from one desk to another, never mind having to support two or three more executives, or even changing the person that you’re supporting, even moving the desk can have a huge impact on people’s workday. So if you’re feeling like that’s a big, you know, a big change. It is, first of all. So back to the topic of self care and a mindset for change. That means to recognize first of all that you’re in a new phase and you’re in the middle of continuous change. Just by that example, I would start small, which means what can you do right now that’s doable, which will connect you to others. So reach out first of all to who you can connect with and start your. Just start your network. Yeah, yeah. I would also say to think about, of course, mindset, allow them, allow yourself the space and the time and also to get to know the executive or the new person that you’re, that you’re supporting. You need to know how they can also, you know, how the, how you can create space and time for them and their calendar as well and how they work and how they operate. That’s going to be a huge aspect of the new role. It’s interesting that question because again, we talked about before, there’s change happening there with a change in leadership or a change in executive on all levels. Right? It’s happening to you personally as an individual, but then it’s also happening to the team of that person and your team that you’re moving into or, you know, so that’s what it, you know, first acknowledge for yourself what, what’s going on. And then you also need to look at how that’s going to, to affect your team and your executive and what the further implications of that are. You know, the team that, that you may be moving into, they’re also going through something. Then, oh my gosh, who’s this new person? How do we, how are we going to work together? You know, what’s going to happen to us? And you know, all of these things that happen with a change in, a change in leadership, you know what I mean? And they’re also, as far as the team goes, an assistant, a new assistant can definitely fill some gaps of information, you know, for sure. That’s a huge part of our role in managing change is information. We’re really at the core center of information. When I was studying and I was writing my paper, my professor who was sort of the one who was, you know, where I had a check in, you know, every, every few weeks he kept on bringing up the topic of information and how assistants, you know, you know, have you looked further into the information aspect and the, and the managing the information flow? And you know, I did take a lot of time to look into the Management information flow further and including, you know, the global skills matrix, which also came out at the same time of like 2020 came out. You know, managing information flow is the first, the first level and it only gets more and more and more. And so in that situation, like a change in, change in leadership or a change in team need to also focus on kind of information that’s going around. First of all, how to get it. So which resources do you have, which, where people communicating, which tools, which technologies are people using, what kind of routines you and the new executive and the team are going to have? You know, how often are you going to meet, where is it, in what format is it going to be, what kind of celebrations or events are you going to have? This is really an important aspect to look at how you’re, how you’re acquiring that information and then to look at what’s on, going, going on in the team as far as information goes. So a lot of people think of information as, as just data or facts or, you know, where, what, who, why, when. But information is also comes in emotions. So how people are, how people are feeling, that’s also a type of information. And as an assistant, we know that we are like corporate thermometers. You know, we have this like, which I was in a training once where someone was like all assistants and they were like, how many of you have this sort of feeling that you can sense what’s going on in the room? And of course, everyone raised their hands because we’re really attuned to what’s happening around us. So don’t ignore that. That’s important information about what’s going on there. And then also to listen to the stories that people are telling. So, you know, somebody’s talking about, say this a new team member or a new executive or, you know, what’s going on with the team. Listen to those stories. Those are really important. And one fact I learned when I was researching this was that a story gets told on average, you know, 30 times. So don’t think that the story you’re hearing is not being repeated or. Yeah, and that’s important to know for a change initiative because that makes the environment of how successful or not successful something might be implemented or something might go through is to really listen to what people are saying. I think I also learned through this process. I mean, I always thought I was a good listener. My husband might sometimes say different, but I learned to listen in a different, in a different way, you know, with, with different ears, like, what are they really saying there? Because you also know that that’s a sentiment that’s going to be carried out, good or bad. And if you have the power to act on something, like maybe there’s somebody talking about progress that’s being made or something great that somebody did and, you know, it doesn’t. It’s not going to reach the executive because, you know, well, maybe that’s something that you can pick up on and, you know, bring forward. We have a lot of. We have a lot of power in that way as the eyes and ears.
Jeremy Burrows [29:02 – 29:19]: Yeah, that’s great. So what would you say, you know, you’re kind of transitioning to. You’re working on a project, working on a. A book. Is that right? Right. You’re writing a book?
Aliina Rowe [29:19 – 29:29]: I am. I’m. I just. Everyone said when I finished my. My paper, I was like, I’m never doing anything like this because it was, you know, it’s like giving birth. You know, it’s like.
Jeremy Burrows [29:29 – 29:30]: Right, right.
Aliina Rowe [29:30 – 30:25]: Oh, that was so hard. But I feel like there’s been time between now and I feel like there’s more stories and more things that I would like to know from assistants, how they’re experiencing change, how they think of change. Do they know they’re in the middle of change and do they know that their role is really important in their organizations? And quite honestly, I feel a little bit of a sense of urgency now in that matter because change is changing and change is changing rapidly, and we’re the ones sitting next to the people making the decisions and, you know, creating healthy organizations and engaged employees. And I think we need that now more than ever.
Jeremy Burrows [30:26 – 30:46]: So that’s great. I’m super excited to, to follow along as you. As you get that project going and release the book eventually. But what. You know, I know one thing that I did when I was writing my book is, is I did some research and got some assistance of the world to fill out a survey and kind of.
Aliina Rowe [30:46 – 30:46]: Yeah.
Jeremy Burrows [30:47 – 31:03]: Provide feedback and quotes and a lot of. For those that have read my book, a lot of the chapters. Well, I think most of the chapters start with a quote from someone, whether it’s my executive or I got in front of me.
Aliina Rowe [31:03 – 31:07]: I’ve read it and I have an earmarked definitely in a lot of places.
Jeremy Burrows [31:09 – 31:40]: But. But there’s. There’s quotes from my executive and then another CEO, I think. But then most of the quotes at the beginning of the chapters are actually from a system that I reached out to. And so anyway, I know you’re doing similar part or process where you’re trying to gather feedback from assistants. So I’ll Obviously put your LinkedIn and website and all that kind of stuff in the show notes, but where’s the best place for people to reach out and what are you looking for? Like, you know, if people are interested in participating in the project.
Aliina Rowe [31:42 – 32:24]: Thanks. So definitely by LinkedIn, please. Yeah, I’m on LinkedIn. Just send me a message. And I know everyone’s time is precious. I would be happy for anything from 15 to 30 minutes of someone’s time whenever they can make the time to fill out a survey and also to have a conversation actually about change. I would feel very privileged to have that information and so that, you know, we can share and talk about change together eventually. You know, I think we need to put it a little bit higher on the, on the agenda, the topic of change.
Jeremy Burrows [32:25 – 33:04]: Love it, love it. Well, I’ll put, I’ll put that link and everything else like I said in the show notes@leader assistant.com 330 leader assistant.com 330 for those listening, definitely reach out to Alina and connect and say hi and hopefully you’ll even be interested in chatting with her about the change and how it impacts your organization and how share examples with her on the changes that have been implemented well and maybe not so well and all those things.
Aliina Rowe [33:05 – 33:20]: Yeah, at the end of the day we just, you know, we just kind of want to elevate our role here and I think we can only do that when we speak with assistants, you know, ourselves and then tell examples of their stories.
Jeremy Burrows [33:20 – 33:42]: Awesome, Great. Well, Alina, thank you so much for being on the show. This, this birthday celebration, day of recording of, for the, for the six year birthday for the podcast and best of luck to you in, in Germany and your family and, and your dog Johnny. Is that right? Is that you said Johnny?
Aliina Rowe [33:42 – 34:04]: Yeah, he’s actually there. Yeah. Yeah. I don’t know how he scrambled in there, but he did. Yeah. Yeah, awesome. Thank you. Thank you, Jeremy. This is really, you know, it’s really kind of full circle for me as well because I, you know, four years ago picked up your book or five years ago and now sitting here talking to you is really, really awesome, really privileged. Thank you.
Jeremy Burrows [34:04 – 34:13]: Awesome. Yeah, my pleasure. And hopefully we’ll get to meet in person someday. Best of luck to you and yeah, we’ll talk soon. Thank you so much.
Aliina Rowe [34:13 – 34:35]: Thank you.
