Learning goals
My professional development focus for Block A
At the start of Block A, I formulated two learning goals to guide my professional development. Below are complete GROW model applications and Gibbs' reflection cycle showing how I defined, pursued, and reflected on each goal. Both goals directly connect to my career aspiration: working in concert management and artist booking.
GOAL 1: Understanding professional event operations & crisis management
GROW model
G - GOAL
I aim to understand how professional music venues manage live events, including operational workflows, crisis response, and quality standards. Specifically: learn crisis management techniques, understand department coordination, develop ability to stay calm under pressure, and build knowledge of industry best practices.
Why it matters: I can't manage concerts professionally without understanding how venues operate behind the scenes.
R - REALITY
Before volunteering, I had K-JP Festival experience but lacked exposure to professional venue operations. I had limited practical experience with unexpected technical issues, established operational structures, or professional crisis management in action.
O - OPTIONS
Possible approaches: (1) Volunteer at multiple venues - Chosen, (2) Shadow event managers, (3) Request post-event debriefs, (4) Document observations, (5) Ask staff questions.
Why option 1: Volunteering at both 013 Poppodium (large) and Poppodium Phoenix (small) would give diverse operational perspectives at different scales.
W - WILL
Action plan: Complete 25+ hours across multiple events (Sept-Nov 2025), work different genres, ask targeted questions, connect observations to theories.
Success measures: 25+ career hours | 3 crisis examples | Identify venue differences | Connect to theories
GOAL 1
Gibbs’ reflective cycle
1. DESCRIPTION
I volunteered at 013 Poppodium (15+ hours) and Poppodium Phoenix (10+ hours) in bar service and ticket scanning roles. I worked events across multiple genres (electronic, punk rock, indie) and witnessed three crisis situations: beer shortage at 013, ticket app failure at 013, and last-minute equipment changes at Phoenix.
2. FEELINGS
Initially nervous but excited. During crises, I felt stressed but impressed by calm professional responses. My confidence grew with each shift as I recognized operational patterns. By the end, I felt accomplished but I regretted not asking more questions earlier.
3. EVALUATION
What went well: Achieved all success measures, observed real professional standards, experienced diverse event types, made industry connections, witnessed practical crisis management.
What didn't go well: Initially too task-focused and missed observation opportunities, limited to front-of-house roles, didn't network as proactively as I could have.
4. ANALYSIS
My observations align with crisis management theory from coursework - the beer shortage demonstrated quick assessment, clear communication, and resource reallocation. 013's larger scale required specialized roles while Phoenix required multi-tasking, but both maintained identical quality standards.
Key insight: Professional venues succeed because they plan for failures, not because they hope nothing goes wrong. Every crisis I witnessed had a prepared backup plan and they always warn you in the beginning about it.
5. CONCLUSION
Professional event management requires multiple contingency plans, calm decisive leadership, and adaptability across scales. The most important lesson: staying calm under pressure comes from preparation, not luck. Even small problems escalate without proper management systems.
6. ACTION PLAN
For future experiences: actively network with managers, request post-event discussions, connect theory to practice in real-time, seek production and artist role opportunities beyond bar work.
GOAL 2: Building professional network in the music industry
GROW model
G - GOAL
Establish meaningful professional connections to support career development. Specifically: connect with 5+ industry professionals, build relationships with fellow students, create opportunities for collaboration/mentorship, and develop networking confidence.
Why it matters: The events industry relies heavily on networks for opportunities. "It's not what you know, it's who you know."
R - REALITY
My network was limited: ILLUSION crew members, K-JP Festival contacts (Bulgaria), BUas students, limited LinkedIn connections. Challenges included uncertainty about approaching professionals, tendency to focus on tasks over conversations, not recognizing opportunities, and limited confidence with senior people.
O - OPTIONS
Possible strategies: (1) Introduce myself during volunteering - Chosen, (2) Attend industry events - Chosen, (3) Connect on LinkedIn immediately, (4) Collaborate with students - Chosen.
W - WILL
Action plan: Introduce myself to one new person per event, attend ESN events, follow up with messages, track contacts.
Success measures: 5+ industry professionals | 5+ students | 1 mentor relationship
GOAL 2
Gibbs’ model
1. DESCRIPTION
I volunteered at 013, Phoenix, and ESN Breda's Neon Party. While I completed shifts successfully, I struggled to actively network. I focused heavily on performing tasks rather than initiating conversations with industry professionals or fellow volunteers.
2. FEELINGS
I felt disappointed when realizing missed opportunities. During shifts, I felt too focused on "doing my job well" to interrupt others. After events, I felt regret about not introducing myself to managers. However, I felt positive about natural connections made with fellow ESN volunteers.
3. EVALUATION
What went well: Made genuine connections with 3 BUas students at ESN who share music event interests, established good reputation at venues, observed professionals in action.
What didn't go well: Missed opportunities with venue managers during quieter moments, failed to follow up with most people, didn't attend additional industry events, focused too much on tasks over relationships.
4. ANALYSIS
Why networking was challenging: Fear of being intrusive - I worried about bothering professionals during work. Task-focused mindset - I prioritized perfect execution over relationship building. Missed opportunity recognition - didn't identify good moments like post-event cleanup for conversations.
Positive insight: Success with ESN students shows I can network in comfortable environments. I need to extend this confidence to senior professionals.
5. CONCLUSION
Networking requires intentional effort - it doesn't happen automatically. Building relationships is as important as completing tasks. Fellow students are valuable future connections as we all enter the industry together. I need to overcome hesitation about approaching senior professionals.
Important realization: The 3 student connections I made have real value. We're building careers together and could collaborate in the future.
6. ACTION PLAN
For future experiences: set specific targets (1 manager, 2 volunteers per shift), prepare conversation starters, arrive early/stay late specifically for networking, follow up within 24 hours on LinkedIn, attend 1 industry event monthly, practice with classmates/friends before approaching seniors, reframe networking as relationship building not "bothering people".