Part two of three:
In two minutes, tell your story in terms of learning.
“I learned just because we have a resource, it does not mean it is applicable to the next problem, even if that problem seems similar. It is not easy to transfer resources.
I learned to not assume anything as basic. The ‘basics’ need to be revisited often. Additionally, I learned a basic understanding of my own was not necessarily a basic understanding of my employees.
Slowing down and increasing awareness, I learned to ask additional questions I hadn’t considered previously. How do we utilize the New Scenic Café brand and values into our other efforts? Is doing so even necessary? Which part(s) of the brand are critically essential; which are not? Ultimately looking at our “current means” became a focus of needed learning. At this point, creativity was not needed, yet. Incidentally, I even needed to (re)learn how to speak when engaging with customers, now that masks are part of our experience, the volume needed to be tweaked.
I had tools and resources that I did not want to lose. However, when you’re a hammer, everything looks like a nail. I learned to shift my thinking and tackle new problems in a way different from normal using the same tools and resources.”
To guide you in this exercise, here are some additional questions:
Are you able to identify where things went wrong? What are the elements you know you’ll never do again? Are there elements that on their own are still worth preserving? How does it feel to tell that very same story in terms of learning?
