Samenvatting
Summary Creating Magic (Disney)
This is a summary of the whole creating magic book (ALL 12 Chapters are included)
[Meer zien]Voorbeeld 3 van de 23 pagina's
Voorbeeld 3 van de 23 pagina's
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Creating magic summariesChapter one
The formula of Disney World: committed, responsible, inspiring leaders create
a culture of care, which leads to quality service, which leads to guest’s
satisfaction, which leads to measurable business results and string
competitive advantage.
Leadership--> cast (employee) excellence --> guest (costumer) satisfaction --
> business results
Three-legged stool: guests, cast members and the business metrics
Disney institute: courses --> leadership excellence, quality service and
organizational creativity
Leadership is more than a role it is a responsibility.
Results: increased trust, motivation and teamwork plus an emotional
connection that resonates throughout the organization spreading from one
employee to another and then outward to the hearts and minds of customers.
2 strategies emphasize the nuts and the bolts of organizational structure and
business procedures. 8 strategies about dealing with people.
Importance of inspiring, motivating, teaching and other so-called soft skills.
The soft stuff is actually hard stuff, but if you get it right, everything else
tends to fall into place and turns out to be not so hard after all.
,Chapter two
He tried to be responsible, patient, disciplined and positive.
Main ingredient was throughout his career he made an effort to learn
everything he could about leadership by watching good leaders excel and bad
leaders mess up and by observing the effects their behaviour had on
businesses.
His mother was not only crystal clear, but explained what to do and why
the true work of a business leader is to help others to the best they can be,
rather than expect their teams to serve them good leaders serves their
teams the way mothers serves their children.
Journey: Working at the farm cook school graduation Hilton hotel
Washington DC, banquet waiter clerical job in the food and beverage
control office assistant food and beverage controller office next to the
executive chef’s Pieter Kleiser: good leaders are humble enough to admit
what they don’t know and great leaders are constantly looking for new
information. food and beverage controller in the Conrad Hilton hotel
Chicago: Priscillia the wife Food and beverage controller Waldorf Astoria in
New York: Eugene Scanlon After one year Gene’s assistant: give no chance
to defend the manipulating check and overcharging waiter, which resulted in
a bottle of Budweiser in his face Executive assistant manager and director
of food and beverage in Hilton Inn Tarrytown New York small hotel in
Lancaster, which went bankrupt, then out of job director of the restaurants
at the Philadelphia hotel at Marriot, which moved up. Second incident about
racist, resulted in a knock out and cracking him over with a clipboard 1988
general manager of Marriot hotel in Springfield: office fourth floor to the lobby
1990 Disney land Paris: food and beverage manager vice president six
thousand rooms after three years senior vice president operations Disney
world: started teaching time management executive vice president of
operations, twenty five thousand rooms, for theme parks, three water parks,
and five golf courses 1955 he wrote Disney great leader strategies.
- The crowd never came after opening Disney Paris: the summer from Hades.
- Transformation from an autocratic, controlling manager to an inclusive leader
yielded immediate dividends in cooperation, motivation and productivity.
- Leadership conference Kentucky university: great leaders do always focus on
others, they hire the right people, train them, trust them, respect them and
make sure to be there for them when needed.
- He was known as a running roughshod over people: Marriot.
- They are in your face and they show up in every imaginable mood and
physical condition demanding to be fed, sheltered and entertained just the
way they like it and the feedback is instantaneous: Marriot
- Some customers may have the power to insist on expectational service, but
everyone wants it, and everyone deserves it.
- Treating all employees with respect.
- Being clear about expectations is exactly what leaders have to do if they
want that people perform well.
- Your authority or what you think is your authority is nothing without good
relationship skills.
- In times of drastic change, it is the learners who inherit the future.
, Forty years, twelve relocations and a lot of ups and downs.
Chapter three: strategy one Remember everyone is important!
Textile services: cast would now be empowered to find ways to enhance
teamwork, productivity and quality of the final product no way! They
thought that if they were put in charge they would be blamed and punished
when anything went wrong (did not trust the management).
In formulating the plan to include more people, they had neglected to consult
the very people they sought to empower.
Cast members would be taught the mission and values of Walt Disney World,
learn about the impact of Textile services on guests satisfaction measures, be
involved in the planning for the plant and participate in a cross-utilization
program in which they exchanged jobs with cast members in other areas of
Walt Disney World after one year of success, the cast could set its own
productivity targets.
Inclusion: ethnic, racial, religious and gender diversity and filling the
workplace with the representatives of every demographic category
welcomed cast members of every culture, religion, gender, race, ethnicity,
physical condition and sexual orientation. It is about engaging and involving,
everyone is important. When everyone matters and everyone knows he or
she matters, employees are happy to come to work more productivity and
satisfaction, less absenteeism and turnover.
Disney RAVE: respect, appreciate and value everyone.
1. Make sure everyone matters and that everyone knows it.
2. Know your team. Every worker has different motivations, priorities,
preferences and dreams.
3. Let the team get to know you. The more authentic you are the more your
employees and peers will respect you and the more they will trust your
judgements. Take your responsibility, but not yourself seriously.
4. Greet people sincerely.
5. Reach out to everyone on your team. Is this the best way to get this
done? Anything else I should know before I make this decision?
6. Make yourself available. The unexpected is often more important than the
expected.
7. Listen to understand. Most often what people are saying and what people
try to say are two different things. I think you are saying… I understand from
what you said that what you want me to do is… is there anything else I should
know?
8. Communicate clearly, directly and honestly. Use ordinary language and
say exactly what you mean. People will not always like wat you say, but at
least they will trust you that you mean it.
9. Stand up for the excluded. Employee eating alone. Make no mistake,
everyone who feels left out is left out.
10. Forget about the chain of command. Rigid top down command
structure can slow communication significantly and deliver less then reliable
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