While there were few soft skills used during this internship, I do want to take a moment and reflect on the skills that I used, specifically regarding leadership. Something that people in the management profession use to describe a decision-making process is a ‘gut feeling’. This is mainly used when there is not a lot of data surrounding a decision that needs to be made quickly, where there is no time to do surveys or impact analysis. This skill is often overlooked because challenging the process is not something that comes easily to most. This internship allowed me to use this skill often in a job. While I value the ability to make gut decisions and recognize its importance in certain situations, I learned that there is always data that can be analyzed, even if it doesn’t reflect exactly the decision you are making. This realization came to me when we were doing an analysis of what happens when we charge a cover. My gut reaction was to reinstate this policy, as it had been dropped a year prior to my internship. I knew that it was going to be difficult to determine the exact cause of charging a cover, because the total sales per year had been falling at a rate of about 5% per year. This meant that if I just analyzed the raw data relating to the different years, I would not be able to determine the effects of this cover. I knew this because adding a ‘cover’ changes numerous other variables like; how many people would enter the club, how different promotions could be implemented, the amount of time and money people would spend inside the club, etc. All this information was daunting for me, and therefore I assumed that one would need to make this decision based on a gut decision. What I learned from this experience was that making these typed of decisions requires a balancing of facts and intuition. For this example, we still used this data that we had to help inform our decision and made me question multiple assumptions that I had surrounding cover charges.