In 2022, while studying at the University of Washington, I worked at the Local Point Dining Hall – a division of Housing & Food Services (HFS). As a part-time employee and receiving many compliments for my agility, I was quickly promoted to student coordinator after only three weeks on the job. This role required strong connection with managers to ensure operational efficiency, while supporting employees team also in the process of serving customers.
However, during my time in the role, I realized that the internal communication system between management and employees had significant gaps. This not only affected the organization's work efficiency but also caused many employees, including me, to feel demotivated. After going through this situation, I decided to look back and do a self-evaluation to document what I did, analyze the aspects of failure and the valuable lessons I learned from the experience.
Define My Role and Grasp the Problem Context
Local Point Dining Hall, where I worked, served over 3,000 students weekly. As a coordinator, I was responsible for:
Gathering feedback to improve workflow.
Handling customer complaints and emergencies.
Managing and assigning tasks to 15 employees each week.
While these responsibilities helped me strengthen my leadership and management skills, I quickly realized that my effectiveness would be limited without sufficient support from the organization's experienced managers. Moreover, with a workforce composed primarily of part-time students, operational efficiency relied not only on individual performance but also on consistent communication, clear guidance, and great coordination from management. Unfortunately, these critical elements were not satisfied, leading to many problems arising:
Lack of communication between managers and employees: Managers are rarely present at work, and email responses are often delayed, making it difficult to handle situations.
Unstable work schedules: Frequent changes in schedule without clear notice disrupt student employees' ability to balance work and academic responsibilities.
Ineffective training of new employees: New employees rely on informal training from long-term staff, resulting in inconsistent processes.
Low morale: A lack of support leaves many employees feeling demotivated and erodes trust in management.
Frustrated by the situation, I decided to research strategies to potentially find practical solutions for improving organizational performance.
Actions Taken
Record and Analyze the Problem: I actively gathered feedback from colleagues and observed shift operations to identify system weaknesses. For example, at least three part-time colleagues reported that sudden schedule changes caused them to miss classes or submit assignments late.
Support the Team: I minimized issues by assigning tasks based on employees’ strengths, guiding new staff at workstations for faster adaptation.
Connect with Management: I attempted to schedule meeting appointments with management to address problems, proposing an online scheduling system to reduce conflicts.
Results and Responses
Despite my best efforts to resolve the issue, management's response remained minimal and no implementation was significantly changed. After a long period of trying without results, I ultimately decided to leave the role, recognizing that the organization lacked the necessary support and positive direction to achieve meaningful progress.
Lessons From Experience
The analysis is not intended to judge others but to allow me to reflect and learn from the experience, focusing on two key stages: during the issue's occurrence and after it passed.
Stage 1: During the Issue's Occurrence
Effective communication requires collaboration and initiative: Clear and timely communication is essential for any organization to function effectively. In this case, I realized I could have improved communication with managers by exploring alternative methods instead of relying solely on email.
Listen to understand, not just to respond: I gradually learned the importance of listening to colleagues' stories and perspectives, rather than focusing on providing immediate solutions.
Flexibility in problem-solving: During shifts, I frequently had to make quick decisions, such as adjusting employee roles based on their strengths, which helped me develop and refine my management skills in high-pressure situations.
Stage 2: After the Unresolved Issue
Leadership – empathy and connection: Leadership goes beyond managing tasks; it involves building trust and encouraging a positive environment where everyone feels valued and supported.
The value of transparency: Unstable schedules highlighted a lack of transparency, showing me the importance of clear systems to maintaining stability, increasing trust and helping employees confidently develop their abilities.
Failure as a learning opportunity – it never ends: Not every effort brings the expected results, but it's to learn from experience and be better prepared to face future challenges.
A Future-Focused Ending
This experience was a milestone in my personal growth, deepening my understanding of communication and leadership while sharpening my ability to learn from challenges. I hope to apply these lessons in future roles to work effectively and promote connected, thriving environments.
If you’ve faced similar situations or have insights on improving communication and organizational performance, share it with me. I'd love to hear from you!
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