So. It seems I am doing better than everyone thought when I took over F&U for the month. We're comping for the week, labour was perfect last week, and FHH is in full swing.
A few people - actually, that's a lie, no one's asked. But, how do I lead? What do I do to get people to do what I need them to do? (Which is, make some goddamn money!)
1. You are in charge. Remember that first and foremost.
In your store, you are the boss. What you say goes. You have the power, at any point, to send someone home for the day. Do NOT abuse this power, because, as Spiderman says (or something), "With great power comes great responsibility."
You have a direct effect on the take-home pay of your partners. They're all after the money. Don't screw it up.
2. Be aggressively friendly.
In my experience, people have a hard time saying "no" to friendly people; it's far easier to say "no" to a stranger or to someone you dislike.
The best way to do this, from Day One is to be their BFF. Seriously. What do you need? Bend over backwards for these people. What do you need - need a smoke? Sure, I'll cover. Want lunch? Sure, I'm buying. Help with homework? What can I do to help? Put their needs before your needs.
This can be applied to both peers and subordinates.
For instance:
- As a peer, I took over Leslie's store for the week - and even went back a week later to "finish up" so she had a day off.
- As a peer, I've phantomed at Erin's store to help her out when Paris Is Burning.
- As a peer, I've phantomed at Scott's store to help close when no one else could.
- As a boss, I've bought pizza (from IKEA!!!) for my team that was struggling with FHH and needed a morale boost.
- As a boss, I've offered Uber lifts to anyone who's asked, no questions.
- As a boss, I never say "no" to a time-off request unless there's truly a reason why I need to.
3. Hold your team accountable - in a friendly way.
Coaching is coaching, and write-ups are write-ups. The way you approach a write-up is all in the tone, not the substance of what you say.
For instance, me getting harsh with one of my partners regarding attendance, punctuality or professionalism does nothing but scare them.
I'd rather start slow: informal chat. Next time it's a documented CC - but being very, very clear that it's not a write-up, but more a document that says that we've had the conversation.
Third chance is the write-up. Then - and only then - do you start to lay on the "harsh".
4. Remember whose job is whose.
A lot of problems in my store can be fixed by simply clarifying who is responsible for what. For instance - are shifts responsible for labour? Or me?
Are shifts responsible for daily sales? Or me?
Accountability is really easy when you know whose job is whose.
10 May 2017
9 March 2017
Hilton
Being a SM is hard sometimes. There's so much talking and people keep wanting a piece of you. The overwhelming urge is to tell people to look up the information themselves, but people ... don't. You have to be the mouthpiece for the company.
This past week I've been taking care of the Hilton because the usual SM is on Jury Duty. First day was a challenge in a new store, but as I've been there more and more, the 'hidden' challenges seem to come up.
The thing that's kinda... smacking me in the face a bit is keeping a weekly plan, but actually sticking to it, and using my flex time more wisely than, say, covering the floor. I have an agenda, which I used a lot for promo stuff, but promo stuff is only one piece of the puzzle.
What I'm looking for is maybe more of a 'holistic' approach - leadership activity, administrative work, cleanliness, promos, planning, business analysis... all of these are part and parcel of what an SM does every single day. Plus serve customers.
Hilton To-Do
- Priority Board Update
- Organize Fridges/Freezers
- Spring Training (for remaining partners)
- Work with Ray on ASM track stuff/Coffee Master (if he wants!)
- QASA Top 10
- Siren's Eye (for feature cubes and baskets)
- Finish spring training for Tomas, Ray, Rachel
- Clean Ledges/Behind Bar/CBS Fridges
- DCR's for next week
- Nusrat schedule for next week? Figure out w/ her
- Fix punches from Wednesday and Thursday
- Verify partner separation
- Back Room ... tidy up!
3 December 2016
Own The Business
Stuff to do:
1. DRIVE TSD'S!
Nicole would be so proud, amirite?
K. So. The point is to comp 6% year over year, right? The way to do this is drive transactions - basically do 6% more customers than you did last year.
This means during every single PPV, I need to find out the specific things that are going to get people in the door - a new latte or mug won't, but a discount on it will. Find these and plug the SHIT out of them.
How?
- Baristas talking about it to customers (hey, there's an idea!) at the POS
- Create an excuse for customers to return (or come in, in the first place)
- Actual Sampling Plan (incl. surprise travellers - map this out and delegate to shifts)
- Store Instagram
2. Drive Food
Our UPH is supposed to be 46-ish, right?
- Ask every customer if they want a specific food item
- Sample food "while they wait" (creates an opportunity to change their mind)
- Power Lunch (counts for 4 USD)
3. In-store Events
- French Press Fridays/Coffee Seminars (Fridays at 11 AM) - drive AHC
- Business Card Raffle - one free traveller per week! - drive repeat customers
- Lunch & Learns (Wednesday at 12) - for the cost of a power lunch, hear a 1/2 hr talk on:
1. DRIVE TSD'S!
Nicole would be so proud, amirite?
K. So. The point is to comp 6% year over year, right? The way to do this is drive transactions - basically do 6% more customers than you did last year.
This means during every single PPV, I need to find out the specific things that are going to get people in the door - a new latte or mug won't, but a discount on it will. Find these and plug the SHIT out of them.
How?
- Baristas talking about it to customers (hey, there's an idea!) at the POS
- Create an excuse for customers to return (or come in, in the first place)
- Actual Sampling Plan (incl. surprise travellers - map this out and delegate to shifts)
- Store Instagram
2. Drive Food
Our UPH is supposed to be 46-ish, right?
- Ask every customer if they want a specific food item
- Sample food "while they wait" (creates an opportunity to change their mind)
- Power Lunch (counts for 4 USD)
3. In-store Events
- French Press Fridays/Coffee Seminars (Fridays at 11 AM) - drive AHC
- Business Card Raffle - one free traveller per week! - drive repeat customers
- Lunch & Learns (Wednesday at 12) - for the cost of a power lunch, hear a 1/2 hr talk on:
- Coffee Agronomy/History/Farming Practices, etc.
- SBX's Environmental Commitments/CI Partnership
- Starbucks Speaker Series (1x/month)
- Mican - Women & Business
- Kathy - Leadership
- Latt-eh Art: Coffee in Canada
IDK just some ideas...
25 November 2016
Things I Learned in High School
It's a common trope in high schools across the land: "When are we actually gonna use this stuff?"
In response, school boards across the province have created a number of courses that teach "real life" topics, such as personal finances, civic education, and parenting classes.
What do I use?
Surprisingly, I use math the most in my day-to-day life. It's not always algebra - a lot of the time, it's simply the basics. Addition, subtraction, multiplication, and division come up all the time. Percents and some fractions. Some slightly more advanced stuff comes up - rate of change, interest, and so on. Math was always a subject I was skilled at, but wasn't always passionate about.
English also plays a role - but not the "describe the imagery" garbage they feed you. Instead, a lot of it has to with analysis and extracting information from written texts. These texts can get pretty damn complex, so knowing how to identify shades of meaning is really useful.
Science has also played a part. As a CM, part of my job relies on knowing the science of coffee - in particular, chemistry and agronomy/botany. I remember I absolutely hated the botany unit in bio, but was taken with the genetics unit. Now, botany is part of my job.
Civics is definitely a thing. When you're marking an X on a ballot to decide who's gonna run the country on your behalf, you'd better have a decent civics education. This isn't to say a civics course should teach you your own morality, or try to impose opinions. On the contrary. The course should be objective about how "the system" works, how it was set up to disadvantage certain people, and so on.
Careers was ... interesting for me. I had a teacher who was a big union mover-and-shaker, and she tended to be more interested in the proletariat's battle for justice rather than actually teaching students how to get a job and earn money. In fact, most of my job-hunting skills have come from good old Craigslist, LinkedIn, and a handy-dandy book I once read called The Damn Good Resume Guide.
If I had to say what kind of course I'd love to see put in place in Ontario high schools, I'd have two answers.
First answer would be a critical reasoning course. It's not exactly about extracting information from a text, but extracting information from a situation, and then making informed choices. Newspaper analysis (compare and contrast), perhaps political literature from each of the major parties, some fun facts about body language, and so on, eventually turning into leadership studies. It's a course that'll teach you how to think intelligently, and perhaps strategically too!
Second answer would be Research and Inquiry Skills. The Ministry already requires each course have objectives related to these skills. Students will learn to use Google. Christ. How about we call it "Beyond Google"? Basically, the course I'd envision is about books, articles, intelligent web searches, and so on. Field trip to the Reference Library. Phone interviewing techniques - yes, people still interview on the phone.
Anyway, rant over.
In response, school boards across the province have created a number of courses that teach "real life" topics, such as personal finances, civic education, and parenting classes.
What do I use?
Surprisingly, I use math the most in my day-to-day life. It's not always algebra - a lot of the time, it's simply the basics. Addition, subtraction, multiplication, and division come up all the time. Percents and some fractions. Some slightly more advanced stuff comes up - rate of change, interest, and so on. Math was always a subject I was skilled at, but wasn't always passionate about.
English also plays a role - but not the "describe the imagery" garbage they feed you. Instead, a lot of it has to with analysis and extracting information from written texts. These texts can get pretty damn complex, so knowing how to identify shades of meaning is really useful.
Science has also played a part. As a CM, part of my job relies on knowing the science of coffee - in particular, chemistry and agronomy/botany. I remember I absolutely hated the botany unit in bio, but was taken with the genetics unit. Now, botany is part of my job.
Civics is definitely a thing. When you're marking an X on a ballot to decide who's gonna run the country on your behalf, you'd better have a decent civics education. This isn't to say a civics course should teach you your own morality, or try to impose opinions. On the contrary. The course should be objective about how "the system" works, how it was set up to disadvantage certain people, and so on.
Careers was ... interesting for me. I had a teacher who was a big union mover-and-shaker, and she tended to be more interested in the proletariat's battle for justice rather than actually teaching students how to get a job and earn money. In fact, most of my job-hunting skills have come from good old Craigslist, LinkedIn, and a handy-dandy book I once read called The Damn Good Resume Guide.
If I had to say what kind of course I'd love to see put in place in Ontario high schools, I'd have two answers.
First answer would be a critical reasoning course. It's not exactly about extracting information from a text, but extracting information from a situation, and then making informed choices. Newspaper analysis (compare and contrast), perhaps political literature from each of the major parties, some fun facts about body language, and so on, eventually turning into leadership studies. It's a course that'll teach you how to think intelligently, and perhaps strategically too!
Second answer would be Research and Inquiry Skills. The Ministry already requires each course have objectives related to these skills. Students will learn to use Google. Christ. How about we call it "Beyond Google"? Basically, the course I'd envision is about books, articles, intelligent web searches, and so on. Field trip to the Reference Library. Phone interviewing techniques - yes, people still interview on the phone.
Anyway, rant over.
27 August 2016
The Math
Am I going crazy?
So, the longer I'm in the role of ASM (well, I guess that role technically starts on Sept 19, but who's counting?), the more I notice something.
There's a hell of a lot of math to do as an SM.
Why does no one see it? It's a numbers game. Pure and simple. The tools are right there: ALS is going to be, like, one of my best friends ever when the time is right. Because math makes sense. People are predictable creatures. And if you can somehow... correlate ... that predictability to math, it's incredibly powerful what kind of information you can derive.
Let's break this down into Food Growth, Labour, and Waste. This is the first chapter.
Food Growth
Let's say that your target for food is (ahem) 31.3 UPH across all categories, and your store does 1400 TSD's, as mine does.
ALS gives you a history of what was sold on any given day last year. It's in the ledger view. Go back one year, select a date, and then it's in View --> Historical Data. It gives you a unit total, and even breaks it down by the hour for you.
So, if you have a target of 31.3 on 1400 TSD's, you'd be looking at 438 units per day. (So
Now, that 438 is not "sell anything". In fact, we can break this down further into the various categories: Breakfast Sandwiches, Packaged Foods/Impulse, Bakery (pastries) and Chilled Lunch (Salads/Sandwiches).
Let's say that YOY, your food growth target is 5%. For the purposes of this example, in 2015, you would do 95% of 438 USD, so that'd be 416 USD.
Let's also say that your sales mix for food is roughly 30% Breakfast Sandwiches, 30% Pastry, 25% Chilled Lunch, and 15% Packaged Foods. (Of course, it'll vary from day to day, but these are rough guides.)
All of a sudden, with your growth target of 5% in mind, and your and UPH target and sales mix as a measuring stick, you can pretty much figure out what to sell on any given day.
30% of 416 + 5% = 131 Breakfast Sandwiches
30% of 416 + 5% = 131 Pastries
25% of 416 + 5% = 109 Chilled Lunch
15% of 416 + 5% = 65 Packaged Foods
Ah, now we're getting somewhere!
Because all of a sudden, it's much easier to break down 438 into a semi-achievable "131 Breakfast Sandwiches".
Now comes the interesting part: food forecasting, ordering, and pulling.
Those 131 breakfast sandwiches can be even further subdivided. Look at your Top 10 sellers. Are there any breakfast sandwiches there? (Yes. Sausage is there. Bacon Gouda is there. The rest are up in the air.)
What's your sales mix of breakfast sandwiches on a typical day? Never mind a forecast for growth - just plain and simple. On a typical day, what mix of breakfast sandwiches will you sell?
--> 18 Bacon Gouda
--> 18 Sausage
--> 12 Ham & Swiss
--> 12 Spinach & Feta
--> 8 Spicy Chorizo
--> 10 Egg & Cheddar
--> 12 Double Smoked Bacon
--> 12 RF Turkey Bacon
For a total of 102 units.
Wait. There's a gap. We need to sell 131 to grow BKS by 5%. 131 minus 102 is 29.
Where can we invest those 29 extra units? The obvious answer is to go deep on your top sellers. You can probably squeeze in another third of that (so roughly 10 units) into your Top 2 sellers, these being S and B. The rest get divvied out based on how well they perform.
Let's refine these numbers:
--> 18 Bacon Gouda + 5 = 23
--> 18 Sausage + 5 = 23
--> 12 Ham & Swiss + 4 = 16
--> 12 Spinach & Feta + 4 = 16
--> 8 Spicy Chorizo + 2 = 10
--> 10 Egg & Cheddar + 2 = 12
--> 12 Double Smoked Bacon + 4 = 16
--> 12 RF Turkey Bacon + 3 = 15
For a total of 131 units. Perfect.
Want to go even further? Let's divide this in 3, for 3 tills in my store. That's 44 for R1, 44 for R2 and 43 for R3. (Lucky R3!)
Ah, but wait! There's more! Remember when I said ALS breaks down category sales by the hour in the ledger view? Who says that R1-2-3 need to sell all 44 breakfast sandwiches by the end of peak? It's 44 per day, darling. Split it 60-40. The AM POS partner needs to sell 25 breakfast sandwiches.
I repeat. All morning long, the POS partners need to sell 25 breakfast sandwiches. Each. The POS partners in the afternoon (there only being 2) need to sell 28 each. Poor babies.
And now that the math on one category is done, we can repeat the process across the other categories (Pastry, Lunch, and Packaged). That is what you should be selling every single day.
---
Closing Thoughts:
Now, here comes the obstacle. Breakfast sandwiches are vastly more popular during the morning than during the afternoon. (That's the reason why the AM/PM split isn't 50-50.) It's statistically more likely that someone is going to buy a salad, sandwich, or bistro box over lunch rather than the morning rush, when we primarily serve drip coffee.
How can we make breakfast sandwiches more attractive as an all-day option?
--> Grande Pike + Breakfast Sandwich = How Much?
--> Discount on Tea/Coffee after 4 PM
A clearer number for the customer (tax included!) is much easier to digest than "Would you like a Bacon Gouda to go with that?". It's easier to hear that both items together are $5.
I've also been getting good results from offering free coffee/tea with the purchase of any breakfast sandwich after 4 PM. (It gives people that little extra incentive to spend their dollars.)
The other thing is that till partners need to be aware of what they need to sell every single day. Perhaps a "POS Partner Target" table of some sort is needed? How do partners know, throughout the week, what they need to sell? How can supervisors communicate this better to till partners? They're both going blind. Information is key.
Anyway yeah, that's where I'm going to leave it.
So, the longer I'm in the role of ASM (well, I guess that role technically starts on Sept 19, but who's counting?), the more I notice something.
There's a hell of a lot of math to do as an SM.
Why does no one see it? It's a numbers game. Pure and simple. The tools are right there: ALS is going to be, like, one of my best friends ever when the time is right. Because math makes sense. People are predictable creatures. And if you can somehow... correlate ... that predictability to math, it's incredibly powerful what kind of information you can derive.
Let's break this down into Food Growth, Labour, and Waste. This is the first chapter.
Food Growth
Let's say that your target for food is (ahem) 31.3 UPH across all categories, and your store does 1400 TSD's, as mine does.
ALS gives you a history of what was sold on any given day last year. It's in the ledger view. Go back one year, select a date, and then it's in View --> Historical Data. It gives you a unit total, and even breaks it down by the hour for you.
So, if you have a target of 31.3 on 1400 TSD's, you'd be looking at 438 units per day. (So
Now, that 438 is not "sell anything". In fact, we can break this down further into the various categories: Breakfast Sandwiches, Packaged Foods/Impulse, Bakery (pastries) and Chilled Lunch (Salads/Sandwiches).
Let's say that YOY, your food growth target is 5%. For the purposes of this example, in 2015, you would do 95% of 438 USD, so that'd be 416 USD.
Let's also say that your sales mix for food is roughly 30% Breakfast Sandwiches, 30% Pastry, 25% Chilled Lunch, and 15% Packaged Foods. (Of course, it'll vary from day to day, but these are rough guides.)
All of a sudden, with your growth target of 5% in mind, and your and UPH target and sales mix as a measuring stick, you can pretty much figure out what to sell on any given day.
30% of 416 + 5% = 131 Breakfast Sandwiches
30% of 416 + 5% = 131 Pastries
25% of 416 + 5% = 109 Chilled Lunch
15% of 416 + 5% = 65 Packaged Foods
Ah, now we're getting somewhere!
Because all of a sudden, it's much easier to break down 438 into a semi-achievable "131 Breakfast Sandwiches".
Now comes the interesting part: food forecasting, ordering, and pulling.
Those 131 breakfast sandwiches can be even further subdivided. Look at your Top 10 sellers. Are there any breakfast sandwiches there? (Yes. Sausage is there. Bacon Gouda is there. The rest are up in the air.)
What's your sales mix of breakfast sandwiches on a typical day? Never mind a forecast for growth - just plain and simple. On a typical day, what mix of breakfast sandwiches will you sell?
--> 18 Bacon Gouda
--> 18 Sausage
--> 12 Ham & Swiss
--> 12 Spinach & Feta
--> 8 Spicy Chorizo
--> 10 Egg & Cheddar
--> 12 Double Smoked Bacon
--> 12 RF Turkey Bacon
For a total of 102 units.
Wait. There's a gap. We need to sell 131 to grow BKS by 5%. 131 minus 102 is 29.
Where can we invest those 29 extra units? The obvious answer is to go deep on your top sellers. You can probably squeeze in another third of that (so roughly 10 units) into your Top 2 sellers, these being S and B. The rest get divvied out based on how well they perform.
Let's refine these numbers:
--> 18 Bacon Gouda + 5 = 23
--> 18 Sausage + 5 = 23
--> 12 Ham & Swiss + 4 = 16
--> 12 Spinach & Feta + 4 = 16
--> 8 Spicy Chorizo + 2 = 10
--> 10 Egg & Cheddar + 2 = 12
--> 12 Double Smoked Bacon + 4 = 16
--> 12 RF Turkey Bacon + 3 = 15
For a total of 131 units. Perfect.
Want to go even further? Let's divide this in 3, for 3 tills in my store. That's 44 for R1, 44 for R2 and 43 for R3. (Lucky R3!)
Ah, but wait! There's more! Remember when I said ALS breaks down category sales by the hour in the ledger view? Who says that R1-2-3 need to sell all 44 breakfast sandwiches by the end of peak? It's 44 per day, darling. Split it 60-40. The AM POS partner needs to sell 25 breakfast sandwiches.
I repeat. All morning long, the POS partners need to sell 25 breakfast sandwiches. Each. The POS partners in the afternoon (there only being 2) need to sell 28 each. Poor babies.
And now that the math on one category is done, we can repeat the process across the other categories (Pastry, Lunch, and Packaged). That is what you should be selling every single day.
---
Closing Thoughts:
Now, here comes the obstacle. Breakfast sandwiches are vastly more popular during the morning than during the afternoon. (That's the reason why the AM/PM split isn't 50-50.) It's statistically more likely that someone is going to buy a salad, sandwich, or bistro box over lunch rather than the morning rush, when we primarily serve drip coffee.
How can we make breakfast sandwiches more attractive as an all-day option?
--> Grande Pike + Breakfast Sandwich = How Much?
--> Discount on Tea/Coffee after 4 PM
A clearer number for the customer (tax included!) is much easier to digest than "Would you like a Bacon Gouda to go with that?". It's easier to hear that both items together are $5.
I've also been getting good results from offering free coffee/tea with the purchase of any breakfast sandwich after 4 PM. (It gives people that little extra incentive to spend their dollars.)
The other thing is that till partners need to be aware of what they need to sell every single day. Perhaps a "POS Partner Target" table of some sort is needed? How do partners know, throughout the week, what they need to sell? How can supervisors communicate this better to till partners? They're both going blind. Information is key.
Anyway yeah, that's where I'm going to leave it.
19 August 2016
Over a Year
I guess I occasionally add to this blog whenever I feel like it.
As for that potential job at the EP, it didn't pan out. Again. Add to that one more subsequent failed attempt to get back to Brussels (as a SS) and I guess that chapter's closed for now.
That second store I referenced in the last post? It's Wellington & Simcoe. And surprisingly, my time there is nearly at a close. It's strange how it happened.
Originally went there for 2 weeks to suss it out. The point was for me to try a few stores and pick the one I liked. It so happened, on the very last day there, one of their supervisors quit. So there goes Stephen offering me a spot. It took a few hours to mull it over - would the stars ever align like this again? - but ultimately, I'm proud to say that I chose Wellington & Simcoe.
Couldn't be happier that I did, either. Because if I hadn't gone there, I wouldn't be an ASM right now. I went through 3 DM's, 2 SM's, and basically an entire staff turnover (Delcia, Simon, Camilo and Glenda are originals). Countless coffee tastings, shifts, meetings, you need to do more of this, more of that, prove this, prove that. I was chasing nothing.
But then it happened. I got an interview. And I killed it.
And since then it's been nothing but going up. I go for my Coffee Master interview on Wednesday - I'd be the second in the district, after Julian. (Whose CM certification, by the way, is a direct result of my getting Totis off his butt to find someone to certify this guy!)
I also called Jazmin yesterday. And she was so proud of me. And I still am such a fan of her too. I can't wait to see her again someday.
And then today I went to a neighbour's unit to check it out. Because I'm probably going to move to Phase II in the fall, when the salary comes through and a unit opens up.
I think the title of this blog is more apt than ever. Moving out at 29. (Finally.) Stable job. Salary. Heeeeey. Doesn't look half bad, right? Toss in a gym membership and a boyfriend and it resembles a life.
I might even host one of those fancy dinner parties I imagined adults always held. Isn't that what adults do? Fancy dinner parties at each other's houses?
As for that potential job at the EP, it didn't pan out. Again. Add to that one more subsequent failed attempt to get back to Brussels (as a SS) and I guess that chapter's closed for now.
That second store I referenced in the last post? It's Wellington & Simcoe. And surprisingly, my time there is nearly at a close. It's strange how it happened.
Originally went there for 2 weeks to suss it out. The point was for me to try a few stores and pick the one I liked. It so happened, on the very last day there, one of their supervisors quit. So there goes Stephen offering me a spot. It took a few hours to mull it over - would the stars ever align like this again? - but ultimately, I'm proud to say that I chose Wellington & Simcoe.
Couldn't be happier that I did, either. Because if I hadn't gone there, I wouldn't be an ASM right now. I went through 3 DM's, 2 SM's, and basically an entire staff turnover (Delcia, Simon, Camilo and Glenda are originals). Countless coffee tastings, shifts, meetings, you need to do more of this, more of that, prove this, prove that. I was chasing nothing.
But then it happened. I got an interview. And I killed it.
And since then it's been nothing but going up. I go for my Coffee Master interview on Wednesday - I'd be the second in the district, after Julian. (Whose CM certification, by the way, is a direct result of my getting Totis off his butt to find someone to certify this guy!)
I also called Jazmin yesterday. And she was so proud of me. And I still am such a fan of her too. I can't wait to see her again someday.
And then today I went to a neighbour's unit to check it out. Because I'm probably going to move to Phase II in the fall, when the salary comes through and a unit opens up.
I think the title of this blog is more apt than ever. Moving out at 29. (Finally.) Stable job. Salary. Heeeeey. Doesn't look half bad, right? Toss in a gym membership and a boyfriend and it resembles a life.
I might even host one of those fancy dinner parties I imagined adults always held. Isn't that what adults do? Fancy dinner parties at each other's houses?
13 February 2015
Ding-Dong, London Calling
Well, not London. But Brussels! Heeeeey.
So I'm still at Starbucks. I had a great review. My boss is searching for a second store for me to go to. Will be there a few months before going for an ASM interview. All good, right?
On Tuesday, I picked up a phantom shift at Queen & Bathurst (they love me). Before I left the house, I checked my e-mail. In it was a note from Annika. Annika is one of the interviewers for the job I applied for at the EUD.
It turns out she has since left the EUD, and is now working as a Parliamentary Assistant to Helga Stevens, a Deaf Member of European Parliament (MEP), also in Brussels. Turns out that they've been daisy-chaining VGT, spoken Dutch and spoken English together, and it's really not effective. They are looking for an ASL-English or BSL-English interpreter to work till the end of the current session (April 2014), and if they like me, they'll keep me until 2019.
Um, WHAT. HI. LET'S CHAT.
So, luckily, I chatted with Annika over the phone. Her first words were, "I bet you have a lot of question!" Yes, I certainly do! Ha-ha-ha. Basically, this offer sounds amazing, except for the whole 10-weeks business. I asked what's the possibility of extension. Turns out that, even if they don't renew my contract, there is other work available within the EP and at the EUD. Main contract is a daily rate, payable in Euros. Cool!
Annika wanted me to interview with Helga and Oliver (main guy running Overseas Interpreting in Paris) the next day. So I did. Erin thought I was crazy for getting my shift covered for super-mysterious reasons.
I had yet another 6:30 AM interview with folks in Strasbourg. The connection was a bit choppy, but I think I did pretty well. They were big on me getting my COI, and me being able to handle the crazy EP language that floats around. The thing lasted about 45 minutes before we ended it. Good stuff, beyond the random disconnect in the middle.
No answer yet. They said they'd be in touch. Nothing yet, so I sent a thank-you e-mail to Annika. It's a thank-you, yes, but also a *poke poke* remember to let me know if I have the job or not.
So. Is Brussels gonna holla at me and bring me back? Let's see.
So I'm still at Starbucks. I had a great review. My boss is searching for a second store for me to go to. Will be there a few months before going for an ASM interview. All good, right?
On Tuesday, I picked up a phantom shift at Queen & Bathurst (they love me). Before I left the house, I checked my e-mail. In it was a note from Annika. Annika is one of the interviewers for the job I applied for at the EUD.
It turns out she has since left the EUD, and is now working as a Parliamentary Assistant to Helga Stevens, a Deaf Member of European Parliament (MEP), also in Brussels. Turns out that they've been daisy-chaining VGT, spoken Dutch and spoken English together, and it's really not effective. They are looking for an ASL-English or BSL-English interpreter to work till the end of the current session (April 2014), and if they like me, they'll keep me until 2019.
Um, WHAT. HI. LET'S CHAT.
So, luckily, I chatted with Annika over the phone. Her first words were, "I bet you have a lot of question!" Yes, I certainly do! Ha-ha-ha. Basically, this offer sounds amazing, except for the whole 10-weeks business. I asked what's the possibility of extension. Turns out that, even if they don't renew my contract, there is other work available within the EP and at the EUD. Main contract is a daily rate, payable in Euros. Cool!
Annika wanted me to interview with Helga and Oliver (main guy running Overseas Interpreting in Paris) the next day. So I did. Erin thought I was crazy for getting my shift covered for super-mysterious reasons.
I had yet another 6:30 AM interview with folks in Strasbourg. The connection was a bit choppy, but I think I did pretty well. They were big on me getting my COI, and me being able to handle the crazy EP language that floats around. The thing lasted about 45 minutes before we ended it. Good stuff, beyond the random disconnect in the middle.
No answer yet. They said they'd be in touch. Nothing yet, so I sent a thank-you e-mail to Annika. It's a thank-you, yes, but also a *poke poke* remember to let me know if I have the job or not.
So. Is Brussels gonna holla at me and bring me back? Let's see.
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