Tag Archives: The Walt Disney Company

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Would You Have the Guts to Send This Memo to Walt Disney?

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“Disneyland will never be completed. We’ve certainly lived up to that promise. But what about the people who operate it? Are we growing with the show, or just getting older? The trouble with people is that we get hardening of the mental arteries, cirrhosis of the enthusiasm and arthritis of the imagination, along with chronic and sometimes acute allergies to supervision, subordinates, the whole darned system. Is it possible that what we have gained through experience, we have lost through habit, and that what we have gained through organization, we have lost in enthusiasm?”

            Van France, Introduction to his Proposed Program for the University of      Disneyland, 1962-63

This masterfully crafted memo to Walt Disney, and his executive team at Disneyland, helped kick-start the world famous Disney University. The author is the brilliantly creative, and brutally honest, Disney University founder Van France.

Would you, or anyone in your organization, have the guts to be this honest with your boss?

Ponder the following questions when considering the state of innovation and creativity in your organization:

1) Who is the equivalent of Van France in your organization? Who has the guts to be so brutally honest with you, your leadership team, your founding family? Van wasn’t afraid to level with anyone … including Walt Disney.

2) Who on your team can package honesty in such an innovative manner? Van’s combination of directness and creative writing grabbed the Disney leadership team by the lapels; his was a wake up call impossible to ignore.

3) Using Van’s words, what have you “lost through habit?”

Now it’s your turn. How do you plan on waking up your “inner Van France” to ignite more honesty and creativity?

 

 

Ron Miller

The Wonderful World of an Enduring Brand: Why Disneyland Thrives at 60 … Part 3 of 5

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Segment 3 of 5-Part Series: Leadership Support

“Walt cared about everyone. He would come out of his apartment (at Disneyland) at night just to interact with the maintenance crew, with the guys sweeping the dust out of the trolley tracks on Main Street.”
Ron Miller, former CEO of Walt Disney Productions

Setting the Stage for Success: The Four Circumstances of the Disney University
In recent weeks, I have introduced to you Disney University Founder Van France. Van’s insistence on perpetuating Walt Disney’s dream of creating “The Happiest Place on Earth” set in motion an employee development revolution that is now studied by corporations worldwide; The Disney Way.

July 17, 2015 marks the 60th Anniversary of Disneyland’s grand opening. Disneyland’s Diamond Celebration celebrates success over the same challenges that derail far too many organizations; the changing tastes of customers and employees, and the never ending emergence of competitors.
How do the employees and leaders at Disneyland continue bringing to life Walt’s dream? The answer lies in a rock-solid set of values and a crystal clear, yet adaptable, corporate culture. The four corporate values Van France identified, and then brought to life through his transformative employee development initiatives, form the DNA of Disney operations worldwide; each of the eleven Disney theme parks, the resorts and cruise line reflect Van’s values (Van called them circumstances).

                     Innovate                  Support                   Educate                    Entertain

Let’s explore the second of the Four Circumstances Van identified: Leadership Support.

Circumstance #2: Leadership Support

“Walt would regularly walk through the Park, looking for problems or things to improve. I copied his routine. I continually walked through the Park, looking for different things, people problems. Facts are easy to identify, I was looking for feelings that were bothering Cast Members.” Van France

This circumstance adds a component lacking in too many organizations; unabashed leadership support and visibility. From Walt and Roy Disney, and then to many generations of leaders, “walking the park” continues to be the ultimate leadership approach used at Disney resorts worldwide.

Walt Disney walked the park … he was visible and actively engaged. Van France did so as well—often with a camera around his neck— interacting with guests and cast members. He reasoned that the camera became an instant bridge, reducing inhibitions and leading to more open, candid interactions. (More often than not, the camera contained no film … it was merely a prop!)

Jim Cora, retired Chairman of Disneyland International, worked with Van for over 30 years and was hand-picked by Walt Disney to help start the Disney University. Consider Jim’s comments about how great leaders give support and earn trust:

“Van was a gifted educator and coach. His uncanny ability to effectively package and convey information was due to his ability to listen and earn trust, vital pre-requisites for any leader. He really listened! Van didn’t always agree with what he heard, and was definitely not a pushover (qualities to which many Disney executives can attest). Yet, aside from Walt Disney, I can’t think of anyone more skilled at connecting with cast members, at every level of the organization.”

How often do you and your leadership team demonstrate support by “walking the park,” personally connecting with your staff and customers. Do you really listen, gather feelings, and then act upon them?

If not, what’s your excuse?

Excerpt from, Disney U: How Disney University Develops the World’s Most Engaged, Loyal and Customer-Centric Employees. Published by McGraw-Hill

Disney Drives Profits with Simplicity

Disney Drives Profits with Simplicity — Can You?

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This last week, The Walt Disney Company reported a 53 percent surge in operating income at Parks and Resorts. What is the “magic” of Disney Parks and Resorts?  How can they thrive while others founder?  Although there are many answers, here is one secret that has proved invaluable for almost 60 years: Disney simplifies the very complex.

A theme park is like a giant factory. With literally millions of moving pieces and heavy equipment, it is a complex and potentially dangerous environment. In addition to the machinery is the cast; thousands of employees, both on-stage and backstage, taking care of the show. Into this environment of machinery and employees—the “factory”—enters the guest.

Providing The Happiest Place on Earth involves boiling down park operations into the following four priorities, representing values driving every business decision. There is no need for a multi-page handbook as a reminder: every cast member knows these marching orders:

1)      Safety – This is the most important priority for guests and cast members. Often, cast members must protect guests from themselves. Guests in vacation-mode can become distracted by the colors, sounds, and activity. They aren’t necessarily taking care of their own safety. Guests, distracted by the beautiful architecture, might walk straight into lampposts and walls. Every operations and design decision must first address Safety.

2)      Courtesy – The second most important priority after safety is Courtesy. Cast members know the value of smiles on their faces and in their voices, and the importance of engaging guests. Directing a guest, with an open hand and a smile, is far more effective than pointing with one finger and scowling. A lack of cast member Courtesy will poison the safest and most interesting environment.

3)      Show – Once Safety and Courtesy are assured, attention turns to Show. Well-maintained attractions and facilities, populated by well-groomed cast members, ensure good show, a condition Walt Disney passionately promoted.  The antithesis is the Disney taboo, bad show.

4)     Capacity/Efficiency – Finally, this last priority refers to the number of guests enjoying the attractions, restaurants and retail shops. This is the “hard numbers” portion of a business. By placing numbers last, the SCSE model makes a clear, somewhat paradoxical statement; accomplishing the first three priorities ensures this fourth is sustainable in the form of happy and loyal cast members and guests.

Each priority in this SCSE model is indispensable and its position non-negotiable. Although Efficiency occupies the lowest rung on the priority ladder, it is by no means ignored. In fact, Disney Parks and Resorts invest heavily to ensure the maximum number of guests can enjoy facilities. The clarity of the SCSE model ensures Safety, Courtesy and Show aren’t sacrificed to attain more Efficiency (more guests and higher profit).

What is happening at your company?  Does everyone know their “marching orders”… without having to look them up in a multi-page operations manual?

Excerpt from

Disney U:

How Disney University Develops the World’s Most

Engaged, Loyal and Customer-Centric Employees

Published by McGraw-Hill Professional

Weeds

Too Many Weeds? Don’t Blame the Training Team

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Training comes in all shapes, sizes and budgets, and is vital to organizational health. But, training isn’t the answer to every problem.  Jim Cora, the retired chairman of Disneyland International, sums up the training rationale he successfully used during his 43-year career at Disney:

Constantly improving products and services (referred to at Disney as Plussing the Show) calls for a keen eye, the ability to focus on the root issues and not accepting mediocrity. Picture, for example, the bales of hay in Frontierland at Disneyland. Strategically placed as props to enhance the western feel, they are a vital component of the show. Now imagine weeds sprouting from those same bales; this is bad show … a Disney taboo. Is this a “training situation” in which the grounds keepers need additional training on the proper trimming of weeds? No. Jim explains when training isn’t the answer to Plussing the Show. “If weeds are growing out of the hay bales in Frontierland, then the bales should have been replaced long ago.”

Clearly, training isn’t always the issue; the elixir of training can’t solve every organizational ailment. At times, the tight-fisted leaders who wantonly cut corners and budgets—without concern for customers and employees—need to own the problems.

 Excerpt from:

Disney U

How Disney University Develops the World’s Most

Engaged, Loyal and Customer-Centric Employees.

By:

Doug Lipp