After analyzing the data on BLS in Management, specifically Training and Development Management, to

my surprise, I could relate to what Frederick W. Taylor was trying to achieve during the industrial age
years. I didn’t like the approach of the Taylor to Schmidt from his book, The Principals of Scientific
Management, because it sounded as if he was tricking Schmidt to do the work for a price he may not
normally have accepted. However, Taylor knew how to talk to Schmidt knowing earning wage is
important, especially when it’s guaranteed, and it’s solely relied on his performance. If you consider
someone who manages others, you have to motivate and provide encouragement to do their best, if not
their hardest. Only when you can create this relationship, obviously with clear set boundary, both can
accomplish their end goal. Anyone who is in a position to encourage and inspire one to do their best, you
will more than likely achieve your goal and be part of a successful organization.
As a manager at Starbucks for last 4 years, I have grown to love what I do because of the positive impact
I can make on others. Unlike Taylor, I use our mission and values to inspire my partners to be their very
best in all we do. This isn’t possible nor can I expect it without ensuring I’ve supported their training and
development, so they feel confident in their roles.

Experiences:
 12-year Starbucks partner, 4 years as a Store Manager
 Active participant at Caring Kitchen feeding the displaced
 Volunteer at Police Athletic League
 District lead in managing facilities

Accomplishments:
 Managed team of 30 partners in a fast paced, high sales environment, #2 in district.
 Based on location and success of the store, we were 1 of 500 Starbucks who offered alcohol and
accompaniments. Facilitated training to partners, peers and leadership to have flawless new
promotion roll out of Evenings Program at Starbucks. 3% sales growth vs 1-2% by other
locations is our area.
 Developed 2 Assistant Managers to hone their skillset to succeed in their next role.
 Trained and coached partners on properly utilizing the tools and resources provided to achieve 6
Bravo awards including score of 100% in our Quality Assurance Standard Assessment. As a first
store to ever achieve this, the team was visited by senior leadership to connect and celebrate.