Dibsido: Do office managers usually have enough authority inside organizations?

Blanka: Unfortunately, not always. Office management often sits low in the hierarchy, which is a shame given their impact on wellbeing and culture. Without proper authority, office managers end up fighting for every improvement.

Leadership often sees only the costs, not the benefits, because happier employees and stronger culture are hard to measure in numbers. That can lead to frustration, burnout, or turnover.

Of course, some companies truly value the role. It often depends on who the office manager reports to. If it’s HR, support tends to be stronger. If it’s finance, cost control usually dominates.

Dibsido: In some companies, the role of office manager overlaps with that of an executive assistant. How common is this in Europe?

Blanka: It depends on company size. In smaller firms, the office manager often does a bit of everything, including tasks for the CEO, so they effectively act as both office manager and executive assistant. As companies grow, those roles usually separate. Ideally, the office manager should focus on running the office, not managing an executive’s calendar.

In North America, people are often officially hired for both roles, and being an executive assistant is considered prestigious. In Czechia, the perception is still catching up and is often seen as “just a secretary,” which undervalues the position.

“In some Western European companies, the office manager is expected to be a kind of ‘social connector,’ organizing drinks or events on the company budget. But overall, the role is pretty consistent across countries.”

Dibsido: How much influence can an office manager really have on company culture?

Blanka: The office manager is essentially the face of the company. They’re the one person everyone knows, and who knows everyone else. That visibility makes their influence on culture far greater than most leaders realize.

At the same time, culture must always be set by leadership. The office manager can embody and spread those values through their personality, but they can’t redefine culture from scratch. If leaders don’t live the values, the office manager can still create a pleasant environment, but that’s not the same as defining the company’s culture.

In short: they’re a key influence, but not the ultimate architect.

Dibsido: Office managers often juggle an extremely broad agenda. How can they set healthy boundaries?

Blanka: It’s tricky. Some people enjoy wearing multiple hats, especially early in their career, when they’re exploring areas like HR or events. That can be valuable as a learning experience.

But long term, it’s not sustainable. If you’re doing “a bit of everything” on one FTE, you can’t grow deeply in any area. In our community Krotitelé kanclů, we joke about office managers being like octopuses, handling a thousand things at once. But ideally, the role should stay focused on the office.

“The key is setting personal boundaries and being able to say, ‘I can’t take this on unless we split the role or add support.‘ Otherwise, burnout comes quickly.”

Dibsido: What trends are shaping office management today? Are there any perks that are more popular with employees than others?

Blanka: Honestly, the biggest one isn’t new, it’s food. (laugh) Every company struggles with how to handle refreshments. Some firms went all in, offering free breakfast, lunch, even dinner, only to later cut back and face backlash. In IT, free snacks and coffee are expected. In public administration, people often bring their own meals.

Other benefits, like zoo tickets or gym passes, look nice on paper, but what employees really care about is where’s the office, how long is the commute, will I have a desk, can I take calls in peace? Those practical things matter far more than flashy perks.

Dibsido: Do you think providing meals is financially worth it for companies?

Blanka: It depends on the purpose. If it’s just to fill empty office space, it won’t work. But if meals support real collaboration, like bringing people in for meetings, it can be very effective. Many companies now do at least a weekly breakfast or lunch, and people seem to like it.

Dibsido: What about technology and AI, are they reshaping the role?

Blanka: Absolutely. There are countless tools now, from booking meeting rooms to managing office supplies. Of course, AI is another game-changer. Anyone ignoring it won’t stay relevant for long. It can automate repetitive tasks and free up time, but it requires patience, since both people and AI are still learning.

Dibsido: You’ve had direct experience with Dibsido. What’s the biggest value you see in the tools used for desk and parking booking?

Blanka: In today’s hybrid world, they’re essential. Compared to messy Excel sheets, apps are far more user-friendly. If you forget to book a desk until you’re already on your way, you can reserve it from your phone.

They also provide valuable data. For example, if a company pays for 20 parking spots but only 10 are used regularly, they can cut back and save money. So these tools aren’t just about convenience, but also about cost savings.