Four Disney Secrets that Make Your Welcome Amazing

Editors Note: During our August focus on Guest Experiences, we are honored to have some of the best voices in the world of Customer Experience provide guest posts for the Vision Room. As you read the content below, simply think “Guest” in terms of the “customer” the author is talking about – and you will benefit from the knowledge and expertise of these great minds.


The Disney University—a name that carries clout and evokes images of excellence. Mention this highly-regarded institution to any business leader and the question that often follows is:

“How do they develop the world’s most engaged, loyal and customer-centric employees, year after year?”

Although the word “University” is invariably embodied in the title of corporate and organizational training departments around the world, very few of these “universities” have matched Disney University’s level of success for at least two reasons:

  1. Many don’t enjoy the levels of leadership support enjoyed by Disney University founder, Van France.
  2. Many don’t understand training cannot be limited to ‘Here’s what you need to do, now go do it.’ That’s not good enough. Training needs to instill a spirit, a feeling, an emotional connection.

Van France and his team of strong-willed visionaries created a corporate culture and an organizational DNA well before these words were ever in vogue. They didn’t just go to the store, buy pixie dust and start throwing it around. Their tireless devotion to perpetuate Walt Disney’s dream, plus the game-changing business concepts they created, helped build an organizational culture that is respected around the world.

Secrets of the Disney University
What does it take to create legions of amazingly motivated employees, year after year? How does a training organization, any organization for that matter, thrive well beyond the honeymoon period? The message from Van, and the many who worked with him to create the Disney University, is unwavering. Success is predicated on:

• Having a seat at the leadership table.
• Being a valued part of the organizational culture.
• Moving well beyond providing merely short-lived programs.
• Being incessantly creative and willing to try new approaches to keep the message relevant, fresh and engaging.

Many who worked with Van describe his style in the following ways: “Van kept people focused. He kept us from making training programs too esoteric and academic by keeping us focused on practical application, using simple concepts such as, we create happiness, and we know the answers.”

Who keeps you focused?

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

> Read more from Doug.


 

Want to know more about Guest Experiences at your church? Let’s talk! Connect with an Auxano Navigator here.

Download PDF

Tags: , , , ,

| What is MyVisionRoom? > | Back to Execution >

ABOUT THE AUTHOR

Doug Lipp

Doug Lipp

Doug enjoyed a unique career with Disney, beginning in 1978. He achieved recognition as a college intern in the Disneyland Marketing Department in Anaheim, where his natural speaking and leadership skills caught the eye of Disney’s executive leadership. After graduate school, he was fast-tracked into an exclusive Disney management-training program, where he was quickly promoted to a leadership role in the prestigious Disney University. During this time,Tokyo Disneyland (TDL) was in its initial stages of development. It was vital that the “Disney Way” be implemented in its first theme park overseas. Doug was selected to help train visiting Japanese executives in this philosophy before TDL opened. For two years, Doug helped manage both the construction and operations phases of TDL, including hiring and training more than 4,000 Japanese employees. After completion of TDL in 1983, Doug returned to Disney’s headquarters to lead corporate training initiatives. At the time, Disney was undergoing tumultuous change. Doug continued to work at Disney’s corporate office during this period of new leadership and strategic growth. In 1993, Doug’s life-long, entrepreneurial spirit led him to establish his own training and consulting firm, G. Douglas Lipp & Associates. Since 1995, Doug has delivered many thousands of keynote presentations to well over one million attendees around the world. He is a passionate champion for building great and enduring organizations through the development of loyal, engaged and customer-focused employees.

See more articles by >

COMMENTS

What say you? Leave a comment!

Recent Comments
comment_post_ID); ?> I agree 100%, you can tell if a church is doing this it grows, if there's no growth there's poor leadership..
 
— Dennis Whiterock
 
comment_post_ID); ?> Great work Bubba! Its exciting to see how God has blessed your faithfulness over your lifetime into remarkable, fruitful, Kingdom expansion! Jesus DID say, "without Me you can do nothing!" (John 15:5). No surprise that He rewards "thick and thin" prayer with great fruitfulness! :)
 
— Mike Taylor
 
comment_post_ID); ?> I loved this presentation. It helped greatly as I organized an Outreach Ministry of The Shepherds Care. Thank you. Esther Callaham Mahgoube Emmanuel Pentecostal Church New Jersey
 
— Esther Mahgoube
 

Clarity Process

Three effective ways to start moving toward clarity right now.

The Exceptional Guest Experience, Part 2: PROCESS

At Auxano, we’ve walked with more than 500 churches through a process called the Guest Perspective Evaluation. And when they’re done, they all ask, “What’s next?”

Amazingly, most church leaders don’t actually have a plan they can use to improve their Guest Experience!

Ask them about their strategy and you’ll discover it boils down to this:

We’ll be friendlier.

It’s understandable. Church leaders are too busy on the weekend to actually understand what Guests see – and experience – to really know how to make things better. After all, your church is “friendly,” right? And that is all you need to have a good Guest Experience.

But why settle for good?

An exceptional Guest Experience ministry doesn’t have to be complicated. We recommend you execute on just three things:

  1. Place
  2. Process
  3. People

Focusing on these three things will allow you to welcome first time Guests, welcome back returning Guests, and create a culture of hospitality within your church that extends your ministry beyond your walls.

The catch?

Each of these three elements shares one requirement: paying attention to details.

It’s impossible to have an exceptional Guest Experience unless you pay attention to details.

Want to learn how to create an EXCEPTIONAL Guest Experience at your church? Check out Auxano’s Guest Experience Boot Camp, coming to Orlando, FL, April 3-4.

The PROCESS you use to welcome Guests

THE QUICK SUMMARYDisney U, by Doug Lipp

In helping Walt Disney create “The Happiest Place on Earth,” Van France and his team started a business revolution in 1955 that eventually became the Disney University—the employee training and development program that powers one of the most famous brands on earth.

Disney U examines how Van France’s timeless company values and leadership expertise have turned into a training and development dynasty: the Disney U. The book reveals the heart of the Disney Culture and describes the company’s values and operational philosophies that support the world-famous Disney brand.

Doug Lipp is an internationally acclaimed expert on customer service, leadership, change management and global competitiveness, specializing in the lessons he learned at the Disney U.

A SIMPLE SOLUTION

Walt Disney knew that the key to delivering a great experience in a living movie setting like Disneyland meant designing defect-free processes and flawlessly repeating them. However, the setting of Disneyland itself – having different “lands” requiring different sets of operations, maintenance, cast members, and a myriad of other details – became complicated very quickly.

The same thing happens at your church: the enemy of your Guest Experience is complexity.

Walt Disney was able to work out a solution, and that solution can be instructive for your church, too.

Providing the Happiest Place on Earth means that cast members must manage a delicate balance of priorities; without clarity, the task becomes overwhelming.

As Disneyland exploded onto the scene in 1955, Disney Guest Experience pioneers Van France and Dick Nunis recognized the challenge. In response, they simplified the inherently complex environment of a theme park by providing every cast member with crystal-clear marching orders during his or her Disney University orientation.

Dick Nunis came up with a program which, at the time, was a totally new concept for operations. The four elements of theme park operations were listed in order of their importance.

Van France

Simple service standards can be powerful tools in any organization.

What happens when a child at a Disney Park drops a Mickey ice cream bar?

  • Is it tough luck for the unhappy child?
  • What about the sticky mess on the busy sidewalk?
  • How would you handle a tired, irate parent?
  • What’s the impact on the bottom line?

There’s not an easy answer for the situation above – or for the tens of thousands of other daily occurrences that happen in a Disney theme park. But somehow most front-line Cast Members manage to take care of situations quickly in ways that keep the Guests happy.

How do you train cast members to handle whatever may come up in a normal – or not so normal – day in the park?

 

The recipe for creating and repeating the magical environment at Disneyland involved boiling down park operations into four priorities that represent the values driving every decision made by front-line Cast Members.

At the time, these four priorities, known as “the Four Keys,” were a totally new concept for operating a complex organization like a theme park. Listed in order of importance, they are:

  • Safety – The most important priority for Guests and cast members. Cast members must often protect Guests from themselves! Guests distracted by the beautiful architecture may walk into lampposts and walls. Every operations and design decision must first address safety.
  • Courtesy – The second most important priority after safety is courtesy. Cast members know the value of the smiles on their faces and in their voices and the importance of engaging Guests. A lack of cast member courtesy will poison the safest and most interesting environment.
  • 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.
  • Efficiency – 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 that this fourth one is sustainable in the form of happy and loyal cast members and Guests.

Disney’s Four Keys serve as a compass for creating happiness and serving others. More than five decades after they were created, these Four Keys continue to serve as the foundation for everything Disney does. Any organization would be envious to have several key standards stand that test of time. It is at the heart of what has made Disney the powerful name it is today.

Doug Lipp, Disney U

A NEXT STEP

Simple service standards can be powerful tools in any organization. By establishing a framework of values from which every team member operates, they have a sense of ownership and purpose. The use of standards creates a consistent image across the entire organization.

At a future team meeting, reproduce this SUMS Remix, and ask your team to read this entire section. As a team, discuss the following questions,

Simplify the Complex

  • How are complex operations and processes communicated in your organization?
  • Are priorities succinct and memorable?
  • How are complex and vital procedures and priorities communicated in your organization?

It’s All about the Basics

  • How do you help team members understand standard operating procedures and priorities?
  • Are team members actively involved as change agents, or do they wait for direction?
  • Are policies followed? If not, why not?

Great Trainers Transfer Knowledge

  • How does your training staff leverage experience from one area to another?
  • What do you do to encourage interactions with Guests and attendees?

Making Your Standard Manageable

  • What is your organization’s equivalent of the Four Keys?
  • Can your team member manual be simplified?
  • What are your priorities? Can you summarize your standard operating procedures and priorities, regardless of complexity, with memorable phrases or acronyms?

Excerpt taken from SUMS Remix 72-2, August 2017.


 

This is part of a weekly series posting excerpts from one of the most innovative content sources in the church world: SUMS Remix Book Summaries for church leaders.

SUMS Remix takes a practical problem in the church and looks at it with three solutions; each solution is taken from a different book. Additionally, a practical action step is included with each solution.

As a church leader you get to scan relevant books based on practical tools and solutions to real ministry problems, not just by the cover of the book. Each post will have the edition number which shows the year and what number it is in the overall sequence. (SUMS Remix provides 26 issues per year, delivered every other week to your inbox). 

> > Subscribe to SUMS Remix <<

 


 

Check out Auxano’s Guest Experience Boot Camp in Cincinnati, OH on August 7-8.

Download PDF

Tags: , , , , , ,

| What is MyVisionRoom? > | Back to Execution >

ABOUT THE AUTHOR

VRcurator

VRcurator

Bob Adams is Auxano's Vision Room Curator. His background includes over 23 years as an associate/executive pastor as well as 8 years as the Lead Consultant for a church design build company. He joined Auxano in 2012.

See more articles by >

COMMENTS

What say you? Leave a comment!

Recent Comments
comment_post_ID); ?> I agree 100%, you can tell if a church is doing this it grows, if there's no growth there's poor leadership..
 
— Dennis Whiterock
 
comment_post_ID); ?> Great work Bubba! Its exciting to see how God has blessed your faithfulness over your lifetime into remarkable, fruitful, Kingdom expansion! Jesus DID say, "without Me you can do nothing!" (John 15:5). No surprise that He rewards "thick and thin" prayer with great fruitfulness! :)
 
— Mike Taylor
 
comment_post_ID); ?> I loved this presentation. It helped greatly as I organized an Outreach Ministry of The Shepherds Care. Thank you. Esther Callaham Mahgoube Emmanuel Pentecostal Church New Jersey
 
— Esther Mahgoube
 

Clarity Process

Three effective ways to start moving toward clarity right now.

These Four Things Develop Great Teams

Editor’s Note: During our August focus on Guest Experiences, we are honored to have some of the best voices in the world of Customer Experience provide guest posts for the Vision Room. As you read the content below, simply think “Guest” in terms of the “customer” the author is talking about – and you will benefit from the knowledge and expertise of some great minds.


It took more than a good idea to bring the Disney University into existence. This new baby in the corporate family wouldn’t have survived had it not been for certain circumstances.”

Van France, Disney University Founder

Which of these reflect your team development efforts?

  • “Why aren’t the standard operating procedures of our company followed?”
  • “Why is it so hard to sustain the momentum we had during training?”
  • “Our employees attend training programs … and tune out.”

Far too many organizations struggle to provide employee development experiences that survive beyond the walls of their classrooms or the pages of their training manuals.

Why? They lack the circumstances referred to by Van France.

Even the lowest-tech, most bare-boned and budget-challenged training program will get the job done when the following four essentials, (Van’s circumstances) are in place: Innovate, Support, Educate & Entertain.

Employee development activities reflect core organizational values and health. The content of training programs, the individuals who teach them, the employees who attend, and the way employees are supported outside the classroom reveal much about organizational culture. What do your training activities (or lack of) tell you?

  • Is innovation encouraged? To what extent is creative, out-of-the-box thinking fostered, both in the training environment and on the job? Or, are you paralyzed by fear of failure?
  • Is organizational support found at every level? Are leaders—from owners and C-level executives to front-line supervisors—aligned with the training team? Is their support overt and enthusiastic? Do Operations and Training staff collaborate to ensure effectiveness of content and delivery methods?
  • Is employee education valued and non-negotiable? Or, is training the first thing cut when budgets are tight?
  • Is entertainment incorporated into training and education initiatives? Is training engaging and practical? Are experiential training techniques that have enough “shock value” (simulations, role-plays, exercises) employed to get maximum involvement from all trainees … even the introverts? Entertainment, effectively used, has a place in virtually any training environment; it helps transform theory into action and boring into memorable.

Yes, the Disney University benefits from having iconic mascots such as Mickey Mouse and Donald Duck. More important, the Disney University enjoys the Four Essentials outlined above. Which of these does your organization bring to life?

Excerpt taken from:

Disney U

How Disney University Develops the World’s Most Engaged, Loyal and Customer-Centric Employees

> Read more from Doug Lipp


 

Learn more about the importance of training in your hospitality ministry – start a conversation with Guest Experience Navigator Bob Adams.

Download PDF

Tags: , , ,

| What is MyVisionRoom? > | Back to Execution >

ABOUT THE AUTHOR

Doug Lipp

Doug Lipp

Doug enjoyed a unique career with Disney, beginning in 1978. He achieved recognition as a college intern in the Disneyland Marketing Department in Anaheim, where his natural speaking and leadership skills caught the eye of Disney’s executive leadership. After graduate school, he was fast-tracked into an exclusive Disney management-training program, where he was quickly promoted to a leadership role in the prestigious Disney University. During this time,Tokyo Disneyland (TDL) was in its initial stages of development. It was vital that the “Disney Way” be implemented in its first theme park overseas. Doug was selected to help train visiting Japanese executives in this philosophy before TDL opened. For two years, Doug helped manage both the construction and operations phases of TDL, including hiring and training more than 4,000 Japanese employees. After completion of TDL in 1983, Doug returned to Disney’s headquarters to lead corporate training initiatives. At the time, Disney was undergoing tumultuous change. Doug continued to work at Disney’s corporate office during this period of new leadership and strategic growth. In 1993, Doug’s life-long, entrepreneurial spirit led him to establish his own training and consulting firm, G. Douglas Lipp & Associates. Since 1995, Doug has delivered many thousands of keynote presentations to well over one million attendees around the world. He is a passionate champion for building great and enduring organizations through the development of loyal, engaged and customer-focused employees.

See more articles by >

COMMENTS

What say you? Leave a comment!

Recent Comments
comment_post_ID); ?> I agree 100%, you can tell if a church is doing this it grows, if there's no growth there's poor leadership..
 
— Dennis Whiterock
 
comment_post_ID); ?> Great work Bubba! Its exciting to see how God has blessed your faithfulness over your lifetime into remarkable, fruitful, Kingdom expansion! Jesus DID say, "without Me you can do nothing!" (John 15:5). No surprise that He rewards "thick and thin" prayer with great fruitfulness! :)
 
— Mike Taylor
 
comment_post_ID); ?> I loved this presentation. It helped greatly as I organized an Outreach Ministry of The Shepherds Care. Thank you. Esther Callaham Mahgoube Emmanuel Pentecostal Church New Jersey
 
— Esther Mahgoube
 

Clarity Process

Three effective ways to start moving toward clarity right now.

Develop Specific Training to Produce Engaged and Guest-Focused Leaders

How does Disney develop the world’s most engaged, loyal, and Guest-centric employees, year after year?

The simple explanation for Disney’s success can be attributed to the levels of support and clarity of purpose found in Disney’s employee training.

Training cannot be limited to ‘Here’s what you need to do, now go do it.’ That’s not good enough.Training needs to instill a spirit, a feeling, an emotional connection.Training means creating an environment of thinking and feeling.

– Van France, founder of Disney University

The message from Van France and the many who worked with him is unwavering. Success is predicated on the following:

  • Having a seat at the leadership table
  • Being a valued part of the organizational culture
  • Moving well beyond providing merely short-lived programs
  • Being incessantly creative and willing to try new approaches to keep the message relevant, fresh, and engaging

THE QUICK SUMMARY – Disney U, by Doug Lipp

When it comes to world-class employees, few organizations rival Disney. Famous for their friendliness, knowledge, passion, and superior customer service, Disney’s employees have been fueling the iconic brand’s wild success for more than 50 years.

How has Disney succeeded in maintaining such a powerful workforce for so many years? Why are so many corporations and executives drawn to study how Disney continues to exemplify service and leadership standards?

The Disney University, founded by Van France, trains the supporting cast that helps create the world-famous Disney Magic. Now, for the first time, the secrets of this exemplary institution are revealed. In Disney U, Doug Lipp examines how Van perpetuated Walt Disney’s timeless company values and leadership lessons, creating a training and development dynasty. It contains never-before-told stories from numerous Disney legends. These pioneers share behind-the-scenes success stories of how they helped bring Walt Disney’s dream to life.

To this day, the Disney University continues to turn out some of the most engaged, loyal, and customer-centered employees the business world has ever seen. Using the lessons outlined in Disney U will set your organization on a path of sustained success.

A SIMPLE SOLUTION

After Disneyland had been open for seven years, Van realized the 1955 model of orientation and cast member training that had been so successful during Disneyland’s early years was no longer sufficient. He faced a paradox: preserving the past while preparing for the future.

France knew that he needed to identify and preserve the components of orientation and training that had led to such heady success during Disneyland’s first seven years:

  • Friendly environment
  • Creative presentations
  • Useful content

He had to balance these fundamentals while preparing cast members – including managers – for a much more complex future, driven by the following factors:

  • Consistency – everyone must attend the new-hire orientation program
  • Systems – specific on-the-job training must follow the orientation program
  • Continuing education – supervisors and managers needed leadership and communication- skills training

The time was right for Van to build a bridge to the future of training for Disneyland. The time was right for the Disney University.

Even the lowest-tech, bare-boned and budget-challenged training program will get the job done as long as hearts and minds are captured. Training programs reflect organizational values and health.

Despite the resources at their disposal, too many training departments struggle to provide an educational experience that survives beyond the walls of those very classrooms or the pages of their training manuals. And too many training departments fail to get employees’ support of concepts, strategies, guidelines, rules, regulations, ideas and procedures presented during training. To overcome these problems, the heads of organizations and training departments might first address these questions:

  • “Why aren’t the standard operating procedures of our company followed?”
  • “Why is it so hard to sustain the momentum we had during training?”
  • “Does the training team have a seat at the corporate table?”

The content of training programs, the individuals who teach, the employees who attend, and the way employees are supported outside the classroom reveal much about organizational culture. Many organizations would benefit by simply looking at what their training activities (or lack of training activities) are telling them.

1) Is innovation encouraged? To what extent is creative, out-of-the-box thinking fostered, both in the training environment and on the job?

2) Is organizational support found at every level? Are leaders, from C-level executives to front-line supervisors, aligned with the training team? Is their support overt and enthusiastic? Do Operations and Training staff collaborate to ensure effectiveness of content and delivery methods?

3) Is employee education valued and non-negotiable? Or, is training the first thing cut when budgets are tight?

4) Is entertainment incorporated into training and education initiatives? Is training engaging and practical? Are experiential training techniques that have enough “shock value” (simulations, role-plays, exercises) employed to get maximum involvement from all trainees … even the introverts? Entertainment, effectively used, has a place in virtually any training environment; it helps transform theory into action and boring into memorable.

Yes, the Disney University benefits from having iconic mascots such as Mickey Mouse and Donald Duck. More important, the Disney University enjoys the Four Essentials outlined above. How many of these Essentials does your training team enjoy?

– Doug Lipp, Disney U

A NEXT STEP

What Are Your Circumstances?

Identify: How do you set the stage for success to ensure sustained enthusiasm for team development?

  • What values in your organization are nonnegotiable? Identify them.
  • Why are those values in place?
  • What benefits do the values provide your organization and team members, even the parking lot greeters?
  • Which values are the strongest? Which are the weakest?

Apply: How are the values of your organization brought to life?

  • How are they communicated to team members? How often? By whom?
  • Does everyone know the values?
  • What happens when these values aren’t upheld? Are there consequences? Exceptions?
  • How can the values be more effectively conveyed throughout your organization?

Training leaders to be Guest-focused has to be an inside-out proposition (starting from your core values) with top-down implementation starting from your senior leadership team. Set aside time in your next team meeting to review your values and craft a next step for including Guest welcoming training as you:

  • Hire new staff;
  • Meet regularly with staff and leadership teams;
  • Recruit new volunteers in each ministry;
  • Welcome members into your church

We have drawn exclusively from the Disney organization to demonstrate how to create a memorable Guest Experience because they are an unquestioned leader in creating an unforgettable first impression. We understand why some organizations may be reluctant to use these concepts, but take a moment to think beyond the Disney organization to focus on the potential impact of the principles suggested above.

Creating a memorable Guest Experience is an important first step in your next first-time Guest returning again, and prayerfully realizing the transformational power of Jesus Christ as a fully-involved member of your church.


Taken from SUMS Remix 20-3, published August 2016

 


This is part of a weekly series posting content from one of the most innovative content sources in the church world: SUMS Remix Book Summaries for church leaders. SUMS Remix takes a practical problem in the church and looks at it with three solutions; and each solution is taken from a different book. As a church leader you get to scan relevant books based on practical tools and solutions to real ministry problems, not just by the cover of the book. Each post will have the edition number which shows the year and what number it is in the overall sequence. (SUMS provides 26 issues per year, delivered every other week to your inbox). 

Subscribe to SUMS Remix <<


 

Want to learn more about training your teams? Check out Auxano’s Guest Experience Boot Camp in Cincinnati, OH on August 7-8.

 

 

Download PDF

Tags: , , , , ,

| What is MyVisionRoom? > | Back to Execution >

ABOUT THE AUTHOR

VRcurator

VRcurator

Bob Adams is Auxano's Vision Room Curator. His background includes over 23 years as an associate/executive pastor as well as 8 years as the Lead Consultant for a church design build company. He joined Auxano in 2012.

See more articles by >

COMMENTS

What say you? Leave a comment!

Recent Comments
comment_post_ID); ?> I agree 100%, you can tell if a church is doing this it grows, if there's no growth there's poor leadership..
 
— Dennis Whiterock
 
comment_post_ID); ?> Great work Bubba! Its exciting to see how God has blessed your faithfulness over your lifetime into remarkable, fruitful, Kingdom expansion! Jesus DID say, "without Me you can do nothing!" (John 15:5). No surprise that He rewards "thick and thin" prayer with great fruitfulness! :)
 
— Mike Taylor
 
comment_post_ID); ?> I loved this presentation. It helped greatly as I organized an Outreach Ministry of The Shepherds Care. Thank you. Esther Callaham Mahgoube Emmanuel Pentecostal Church New Jersey
 
— Esther Mahgoube
 

Clarity Process

Three effective ways to start moving toward clarity right now.