Beyond Administration: Rebecca Agyirba Afful on Leadership, Purpose, and Building Community in Ghana

Behind every effective leader, there is often a professional who brings clarity, structure, and calm long before decisions are made. In this edition of the INSPIRE Series, we are honored to share the story of Rebecca Agyirba Afful, an accomplished Executive Assistant, author, trainer, and founder of the Network of Administrative Professionals Ghana (NAPG). With over a decade of experience supporting leaders across diplomacy, international organizations, and the non-profit sector, Rebecca offers a powerful perspective on modern executive support. Her journey challenges outdated views of administrative work and highlights the strategic, human, and leadership dimensions of the Executive Assistant role.

Rebecca Agyirba Affull | Programme Assistant | Delegation of the European Union to Ghana | Ghana | LinkedIn

Rebecca is a results-driven administrative professional with extensive experience in executive support, office management, project coordination, and event management. Adept at managing complex administrative systems and supporting senior executives to achieve operational efficiency. She has served in key administrative roles in international organisations such as the Delegation of the European Union to Ghana, the International Water Management Institute, and the High Commission of Canada. She is also a trainer, speaker, and author passionate about empowering professionals to rise with confidence and competence.

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Elizabeth Sutkowska: Rebecca, you’ve built a remarkable career supporting leaders across diplomacy, non-profits, and international organisations. What first drew you into the executive assistant profession, and what has made you stay devoted to it for more than a decade?

Rebecca Agyirba Afful: My journey into the profession began by chance, not by choice. When I was at university, I thought of becoming a bilingual secretary, but an executive I interacted with talked me out of it because, to him, it wasn’t a role for a graduate. Looking back, I think he got it all wrong because the role has evolved so much from what he knew it to be. I had a stint in the banking sector, playing a role that was very similar to that of an executive assistant, and that experience made me realise how much I loved working alongside executives and helping them stay focused on what matters most. From that moment, I started intentionally seeking roles that allowed me to support high-level executives.

What made me stay is the impact. Being an executive assistant has given me a unique vantage point into leadership, decision-making, and organisational strategy. I’ve had the privilege of supporting executives across diverse sectors, from diplomacy to corporate and non-profit leadership, and no two days have ever been the same. The variety keeps me learning, the challenges keep me stretching, and the trust leaders place in me keeps me grounded.

Elizabeth: You once said that administrative work is “more than a steppingstone, it’s a chosen profession.” What moment in your journey made you realize that being an EA wasn’t just a job, but a calling?

Rebecca: That realisation came at a point when I began to see the ripple effect of my work, not just in the smooth running of an office, but in how it directly influenced leadership decisions and team outcomes. I remember supporting an executive during a particularly demanding project. My role wasn’t just about managing schedules or correspondence; it was about anticipating challenges, coordinating teams, and creating the kind of order that allowed the leader to focus on strategy. When the project succeeded, I saw clearly how much impact I had made behind the scenes.

That moment shifted everything for me. I stopped seeing the role as a transitional job and started viewing it as a profession that demands intelligence, emotional maturity, and strategic thinking. From then on, I made a deliberate choice to master it, to keep learning, to mentor others, and to advocate for greater recognition of administrative professionals.

It’s deeply fulfilling work because it’s about enabling others to lead effectively while bringing your own leadership to the table. That’s when I knew this isn’t just what I do; it’s who I am.

Elizabeth: Founding the Network of Administrative Professionals Ghana (NAPG) has created a real sense of community for EAs in your country. What inspired you to start this movement, and how have you seen it change perceptions of the profession in Ghana?

Rebecca: When I started my journey as an Executive Assistant, I struggled because it was my first time in such a role and back then, there was nothing like YouTube tutorials or professional associations, at least not in Ghana. I had to learn mostly through trial and error. As I grew in my career, there came a point when I desperately needed a support community, a space to connect with peers, share experiences, and learn from others who understood the realities of the role.

Most of the associations I found were based outside the country, which made me realise that there were probably many other professionals here who felt the same way. So, I brought together a few like-minded friends and we created a quarterly networking event called the Resilient and Effective Administrative Professionals Cocktail Hour (REACH). The enthusiasm and connection from those gatherings were incredible and that’s what eventually evolved into the Network of Administrative Professionals Ghana (NAPG).

The association is still young, so it may be too early to fully measure how much we’ve shifted public perceptions. However, one clear change we’ve seen is within our members themselves. They’ve become more confident, more visible, and more appreciative of the value they bring to their organisations. That sense of empowerment and professional pride is exactly why NAPG exists and it’s what keeps me motivated to keep building the movement.

Elizabeth: Your book, Level Up Your Career, blends practical guidance with empowerment. If you could share one piece of advice from your book that you believe every assistant, especially those in Africa should take to heart, what would it be?

Rebecca: If there’s one message I want every assistant to take away from the book, it’s this: your career is your responsibility, not your executive’s, not your company’s.

Too often, we wait for someone else to recognise our potential or open the next door for us. But the truth is, career growth doesn’t happen by chance; it happens by choice and consistent action. Level Up Your Career gives practical steps, strategies, and tips to help you move from where you are to where you want to be whether that means gaining confidence, developing new skills, or positioning yourself for leadership opportunities.

For assistants in Africa especially, this mindset shift is crucial. We work in environments that are still learning to fully appreciate the strategic value of our role. That’s why we must take ownership of our growth, invest in learning, build networks, and showcase the impact we make. When we do that, we don’t just change our careers; we change how the profession is perceived.

Elizabeth: You’ve worked at the crossroads of cultures and leadership styles, from the European Union to African-led organizations. How has your experience in Ghana shaped your perspective on what true partnership between an Executive Assistant and a leader can look like?

Rebecca: Working in Ghana has shaped my understanding of partnership in a very practical and human way. Here, leadership is relational and often requires adaptability in the face of limited resources or shifting priorities. Because of that, an EA who wants to build a true partnership with their executive must go far beyond task execution; they must learn to sync with their executive’s head, hands, and heart. (Borrowing these terms from a webinar I recently joined)

Syncing with the head means understanding how your executive thinks and makes decisions. In my experience, that involves proactively building a feedback loop, communicating priorities and progress, scheduling regular check-ins, and asking clarifying questions instead of making assumptions. In Ghana’s dynamic work environment, this level of alignment prevents misunderstandings and helps both parties adapt quickly when things change. It also means being clear about expectations around performance, communication style, and strategic priorities.

Syncing with the hands is about taking initiative and being the person who steps in before issues escalate. In many Ghanaian workplaces, executives rely heavily on their EAs to create order in complexity. This has taught me to stay one step ahead, resolve problems early, and build strong relationships across the organisation. When you consistently meet deadlines, manage demands professionally, and become the go-to person, you free your leader to focus on strategy, and that is where true partnership emerges.

And finally, syncing with the heart is essential. Leadership in Africa is deeply relational, so understanding the emotional side of partnership matters. Showing empathy, using “we” language, appreciating each other’s differences, and building trust through genuine care creates a working relationship that is not only effective but also deeply connected. When values align and there is mutual respect, the workplace becomes more collaborative and less transactional.

My experience in Ghana has shown me that the strongest partnerships are built when the EA and executive think together, work together, and care about each other’s success. That is the foundation of modern executive support, and I believe it transcends culture.

Thank You!

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