Nancy, the CEO of Jasmine Publishing House, bought me a coffee and told me I should invest in warm gloves as we sat down at a corner diner for what would be a game-changing business meeting. As the leading publishing house in Europe, Nancy informed me that JPH was interested in closing a multi-million dollar deal with our fashion magazine, Zoelle, provided we changed the magazine's appearance to attract a broader European audience.
As production manager, my job was to lead and supervise a staff of 30 to match Nancy's vision, working closely with the design team, photographers, production staff and marketing team.
After three weeks of heavy brainstorming, we developed a fresh appearance for the magazine. I invited Nancy to a meeting with me and three of our executive producers.
I shared with her the strategy we had created in order to solve our appearance problem, as well as estimated costs and complications. Nancy agreed that the direction our magazine was going fit well with her vision and audience, and that JPH would be happy to work with us within the next week.
Although the team was excited to accept the offer, I was concerned that we were not prepared to complete the project so quickly. Though the executive producers did not understand, as our production team was to begin work on the next issue the following day, I explained that there may include deep financial consequences if we rush into the process. I wanted to ensure that JPH received a consistent layout from Zoelle magazine.
Nancy agreed to wait until the upcoming issue was complete before beginning work on the new look. We began work the following Tuesday, after the latest issue was produced. I collaborated with an eight member marketing team to develop new branding for our magazine and mediated this branding with the design team, ensuring that it was able to blend well with their ideas and insights based on the first meeting with Nancy.
I led the operation of the first issue to be published via JPH, supervising 30 employees. After the issue was published, our sales increased by 42 percent in the first week. After leading the Zoelle team to a business deal close and a fresh start, I learned that with the proper leadership, a staff of varied talents, insights and opinions can work closely together to produce a magazine that continues to increase its sells each issue.
Customers from Europe and the United States commented with positive remarks on the new look, showing interest in the replacement of the former look, which had been being published for seven years. After this leadership experience, I was able to see my potential as a leader. I can communicate effectively with all members of a group and help connect them with one another to make a larger picture. I protect my business discernment even against an upset crowd, and am able to properly persuade others to understand other perspectives.
Through learning more about leadership every day with my work in Zoelle, I hope to continue to strengthen these abilities and witness the success they can bring to media production. In this essay, the applicant was asked to detail her leadership abilities through the application of a relevant example. She was asked to do this in approximately words, using concise language and proper grammar and punctuation. I looked across my celebratory cheesecake and beamed up at my new coworkers.
I couldn't believe I had finally landed my dream job. All of the senior editors were having lunch in the cafe across the street from the bakery where the finance team and marketing team shared dessert. I had been hired as a budget analyst at my favorite magazine. My job was to work alongside the business manager to help create a more healthy marriage between the finance and marketing departments, thus improving our sales and workplace environment. On my way home, I reflected on my relief in finally having an exciting and secure career.
Just three months later, we met at the same bakery where I had celebrated my new job. Every department from our small, close-knit staff was present. As the publication manager began to tell us the news, I remember how our faces fell. Our publication company was going out of business, and every publication was to be shut down. She explained that they had tried to find another publishing company without success. Not only did I feel as though I failed the company, I also knew that I, as well as the other 17 employees, was out of a job.
We went back to our offices and packed up our things. Writers and designers were frantically calling around, asking for open positions. An employee from the finance department began tweaking his resume, and the marketing department apologized to the publication manager and editor-in-chief, who responded graciously. I had to leave my apartment not long after losing my job. I stayed with a friend on the north side of town as I tried to find a job in a shrinking economic suburb.
It took six months to find a position, and though I had to move and leave behind my dream, I found a new way to work toward my new dream. From this experience, I learned the importance of adaptability.
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