Reopening Rumors

About six months post-closure, whispers began circulating that the science center might reopen. Friends reached out on Facebook, inquiring if I had any inside information. At that point, I genuinely did not.

However, shortly thereafter, I received a call from the Chief Operating Officer, who invited me to interview for the Executive of Guest Services position. He assured me that the role was essentially mine unless I messed up the interview.

During our discussion, I shared my vision for the position. While I acknowledged that the previous team had accomplished many things well, I highlighted areas for improvement. After the interview, I felt optimistic about securing the role.

Less than a week later, I received an unexpected call. Although there was an offer, it was not for the position I had interviewed for. Instead, they created a new role for me that would be mirrored across various departments in the science center.

It was difficult to decline a position that had been tailored for me, so I accepted it. I confided to my closest friend that I didn’t plan to remain there long; the justification for assigning the executive role to someone else felt weak, particularly since that person possessed a degree, while I did not.

At that time, we were unaware that one person's choices would ignite conflicts in an area that was not yet widely recognized.

Training the New Executive

The COO asked me to assist in training the new executive to help her acclimate to her role. I declined, and he appeared taken aback. When he questioned my refusal, my reasoning surprised him.

I argued that if I was deemed unqualified for the position due to my lack of a degree, then logically, I was equally unqualified to train the individual who had been appointed to it. Furthermore, I pointed out that it was his responsibility to provide her with the necessary training, not mine. Though he reacted negatively to my stance, I stood firm.

We ultimately brought the matter to the interim CEO, who listened to both sides and took some time to consider. While he didn't agree that I was unqualified, he acknowledged that my initial promise of the role meant that the individual who had been appointed brought unique value.

As discontent with the management style grew, I engaged in conversations with my colleagues. While some took their concerns to higher-ups, most were willing to listen. Having faced similar challenges in the past, I wanted to ensure the new executive had a fair opportunity.

Nonetheless, I was not afraid to express my opinions. After resolving an issue with a guest, the new executive attempted to revisit the situation. Frustrated, I made it clear that I would no longer take responsibility for her mistakes, stating that it was not within my job description. This assertion left her stunned; no one had ever stood up to her in that way before.

A New Chapter in New York

A few months into my new role, I attended a writing conference in New York. Amid a tumultuous period in my life, I realized I wanted to relocate to the city. This meant I needed to resign from the science center. Despite the challenges, I wanted to ensure they found a capable successor.

My team was the first to learn of my decision, and their reactions were disheartening; none wanted me to leave. I reassured them that everything would be okay, but many began seeking new employment and eventually resigned.

During their exit interviews, they cited my impending departure as a key reason for their decisions to leave. After the third individual mentioned it, both the interim CEO and COO requested a meeting with me.

When they inquired about my plans to resign, I confirmed I intended to do so but was still determining my departure date. They were not surprised by my honesty, but they were taken aback by my decision to leave Michigan.

They offered me a raise and a better position to persuade me to stay, but my mind was set. I felt the need for a fresh start, and that's a story for another time.