Lesson Learned MGT 3312 The Second I Turned Sixteen

6lesson Learned MGT 3312the Second I Turned Sixteen

Lesson Learned MGT 3312 the second I turned sixteen, my parents forced me to get a job. I didn’t want a job at the time because I was so busy with school and choir. But I also needed a way to pay for choir, tour, and any activities I ever wanted to do. My parents were done giving me money. As much as I didn’t like the idea, I was forced to accept it.

I was able to find a job at TJ Maxx, but I didn’t really like it. The job I really wanted was at Deseret Book. I love to read books, plus they had the perfect hours to fit my schedule and they were closed on Sundays. Of course, I was not the only person that wanted to work there. They get ten to twenty applications a week, and there was some tough competition, and I was still in high school with almost no work history.

Luckily, I had a friend that vouched for me and told the manager that I would be a great addition to the staff. It still took me two months to get the job, and I worked very hard for it. I had to call every couple days and bug the manager about my application, and he finally gave me an interview and offered me the job. I was so happy. I loved working at Deseret Book.

I still miss it all the time. I started out working in the Lionhouse Pantry, which was in the back of the store. I would make the salads and bake the rolls. I quickly grew bored of that. What I really wanted was to sell the books.

Each shift I would hurry and get my list of things done in the pantry so that I could go out on the floor and sell. They have a program called the Platinum Program, which is just a rewards program. The difference in Deseret Book’s rewards program was that customers had to pay $25 to sign up, so it was really hard to get anyone to do that. Only for me, it was really easy. I was a natural salesperson.

I remember one time, a man came in to buy one book for his wife and I sold him the entire set, which was 10 books total, plus a Platinum account. I consistently sold quadruple the number of Platinum accounts than anyone else in my store, including the store manager. I was good. And I knew it. When I was nineteen years old, I finally got promoted to supervisor.

I was really excited to finally be rewarded for my success and hard work. I knew I deserved that promotion. But I knew it a little too much. Before my promotion, I had become close friends with my coworkers. When I got promoted, I was arrogant, and I quickly lost their respect and friendship.

The girls I had once laughed with and talked to now laughed and talked without me, but would quiet down when I walked up. They may have been a little jealous, but I over-exaggerated their jealousy and made myself believe that they wished they were me. I knew I was the best, and I knew that they knew it. The power quickly went to my head. I thought I was irreplaceable, an asset that the company would never want to lose no matter the cost.

Soon, I was ordering my former friends around, acting like they never did anything good enough and rubbing it in their faces that I no longer had to do the daily chores that they did. I made special effort to tell them what they did wrong so they would know who was in charge. I made them absolutely miserable, and I knew they hated me. I wasn’t happy with my job anymore, I was just lonely because I had alienated the people that once made the job enjoyable. A few months after being promoted, I was called in to my manager’s office and they asked for my resignation.

I was crushed, not because I was happy with my job anymore, but because I had honestly believed that they would fall apart without me. I was the star. How dare they even think they could survive if I left? I look back now and I’m horrified at the way I acted. I can’t believe how immature I was, and how rude I had been to my friends.

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This reflection on my teenage work experience encapsulates significant lessons about leadership, humility, and personal growth. Turning sixteen marked a pivotal point in my life, forcing me into responsibilities I was unprepared for, yet which ultimately served as invaluable lessons in management, self-awareness, and empathy.

Initially, my motivation to work was practical; I needed to finance my extracurricular activities and independence. Despite my passion for books, I aimed to secure a position at Deseret Book, which was highly competitive and sought-after among my peers. Through determination and my friend's recommendation, I secured the job after two months of persistent effort. This experience taught me the importance of perseverance and self-advocacy, qualities essential in any professional setting. It also emphasized the value of networking and building relationships to unlock opportunities.

At Deseret Book, I began my role in the Lionhouse Pantry, performing routine tasks such as preparing salads and baking rolls. My desire to move to the sales floor was driven by an innate passion for connecting with customers and a confidence in my sales abilities. My proficiency was evident when I sold more Platinum accounts than anyone else, demonstrating natural talent and an understanding of customer engagement strategies. This success fostered my promotion to supervisor at age nineteen, representing recognition of my efforts and potential. However, this achievement also precipitated challenges that underscored the importance of humility and self-awareness in leadership.

As I received the promotion, I fell into the trap of arrogance and overconfidence, which deteriorated my relationships with colleagues. I began to micromanage, ordering my coworkers around and dismissing their contributions, driven by a mistaken belief that I was irreplaceable. This behavior alienated those I once worked harmoniously with and diminished team cohesion. My actions reflect a misapplication of authority and a failure to lead by example. This phase of my leadership journey illustrates the importance of emotional intelligence and the dangers of assuming power without responsibility.

The turning point came when my manager asked for my resignation, a consequence that taught me humility and the importance of respecting others' contributions. Reflecting on this period, I recognize that effective leadership is rooted in trust, shared respect, and authentic communication. The experience echoes the lessons from "The Ropes," specifically chapters "The Sincerest Form of Flattery" and "Fair Day’s Work." Both emphasize the significance of genuine leadership over superficial authority and understanding the value of working smarter, not harder. These lessons reinforced my understanding that leadership involves inspiring trust rather than demanding obedience through power alone.

From my journey, I have learned that excellent management requires fostering an environment of trust, respect, and collaboration. Theories such as Theory X versus Theory Y exemplify that managers who trust their employees and empower them—embodying Theory Y—tend to cultivate more motivated and innovative teams. Conversely, controlling and mistrusting behaviors, characteristic of Theory X, hinder growth and morale. My past experiences underline that effective leadership is about serving others, understanding their strengths, and providing support rather than micromanaging or belittling them.

Additionally, my educational experiences have enriched my understanding of management principles. By studying leadership theories and management strategies, I now recognize the importance of authentic self-representation in organizational roles. I realize that my inclination to seek approval stems from a desire to connect and be liked—traits that are advantageous in sales but less effective in authoritative roles unless balanced with humility and integrity.

Looking ahead, I am committed to being a better leader by advocating for a leadership style rooted in empathy, trust, and authenticity. I aim to foster inclusive environments where team members feel valued and supported. Embracing the concept of working smarter, not harder, aligns with contemporary management practices that emphasize efficiency and positive workplace culture (Robinson & Judge, 2019). My experiences underscore that trustworthiness and humility are crucial qualities for effective management, as highlighted by organizational behavior research (Luthans, 2011).

In conclusion, my teenage work experiences at Deseret Book and the lessons learned serve as foundational stepping stones in my development as a future leader. The realization that true authority derives from trust and respect rather than title or control has reshaped my approach to teamwork and leadership. Moving forward, I am dedicated to applying these lessons in my academic and professional pursuits, striving to lead with kindness, authenticity, and strategic insight.

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