Tag: culture

Spiritually out of office alert

Santa character on a house deck
“Does Santa have your attention now?”

Disney Customer Service basic, “Make eye contact and smile.”

Disney’s Seven Service Guidelines (circa 1990’s)

Spiritually out of office alert…

Assuming we have agreed our out-of-office alerts have ample opportunity for helpful details, let’s proceed farther.

What opportunities remain for going the extra inch in simple, scalable, out-of-office alerts?

Look no farther than the Employee Pillar.

History, customs, icons, values.

Can the way you craft your enterprise-wide out of office alerts embed cultural DNA?

Assuming yes, what is the low-hanging fruit? 

The lamp?

“Pure Nursing”?

Galen’s colors?

Other taglines, words, images, quotes, history, values?

Our journey to understand how seemingly insignificant, robotic (even dogmatic) our out-of-office alerts are, suddenly, we see small details — important Galen details — that add Galen ‘Magic’ to the customer’s experience.

All this opportunity to surprise and delight, and it’s coming from a seemingly insignificant OOO alert.

Wow!

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This website is about our SPIRIT. To enjoy today’s post about our WORK, click here.

We can tell

walk disney quote
“I am never satisfied” is a pretty high bar. Which is perfect for a world-class organizational culture.

We can tell you want a great culture and we can tell you don’t want to do the necessary work.

How.

Well, you talk about it all the time.

And second, you aren’t doing nearly enough to improve any basic cultural metrics.

For example, tell me right now what is your organizational vision.

If you don’t know the vision, no other leader in you organization knows the vision either.

i rest my case your honor.

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This website is about our SPIRIT. To enjoy today’s post about our WORK, click here.

Culture is always working

disney university hallway
That’s plain Goofy. By design.

A culture by design works for you. A culture by default works against you.

Make no mistake, culture is always busy. Working.

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This website is about our SPIRIT. To enjoy today’s post about our WORK, click here.

How to execute next steps to convert theory into reality

Typhoon Lagoon
View from Mt. Mayday overlook.

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How to execute next steps to convert theory into reality.

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Big picture involvement:

Five foundational ownership tracts; 19 total blueprints.

One owner of everything, the CEO.

Up to ten Champions selected from CEO Cabinet; two Champions for each of the five ownership tracts (Leaders, Employees, Customers, Reputation, Improve). Some Cabinet members may be responsible for two ownership tracts.

Ten assistant champions selected from your best, most passionate leaders in Human Resources, Labor Relations, Employee Relations, Compliance, Employment, Marketing, Public Relations, Communications. Assistant Champions should only focus on one ownership tract.

From 15-30 advocate teams selected from every employee, at every level, in every department. This is three to five team advocates per ownership tract.

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Owner

  • CEO

Champions

  • C-Level Executive (always have two, to solve for unexpected absences)
  • Provides vision, inspiration, commitment

Assistant Champions

  • Cross-functional pair from Human Resources, Labor Relations, Employee Relations, Compliance, Employment, Marketing, Public Relations, Communications.
  • Always have two, to solve for unexpected absences
  • Provides involvement, accountability, commitment
  • For unexpected absences, always be grooming the replacement from the Advocate Team.

Advocate Teams

  • Created from any employee, at any level, in every department
  • 3-6 total per team recommended
  • Cross-functional
  • Provides energy, enthusiasm, effort, commitment

Final blueprint

  • Create action steps
  • Review, organize notes
  • Create plan
  • Discuss
  • Summarize
  • Create final blueprint
  • Present to CEO and Cabinet

Develop and deliver campaign

  • Goals/deliverables
  • Assign roles
  • Timeline
  • Accountability

Misc

  • Manage project scope creep
  • Prepare contingency plans for project disruptions
  • Always be grooming replacement/succession

Continuous Improvement

  • Manage health of all teams
  • Grow team bench
  • Measure
  • Celebrate
  • Share
  • Historian documents growth, change, transformation

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This website is about our SPIRIT. To enjoy today’s post about our WORK, click here.

9 Customer Service insights no one talks about

Roy Disney and Minnie Mouse statues in Magic Kingdom
Roy Disney is an unsung hero.

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7 Customer Service insights no one talks about:

  1. training budgets get cut not because money is tight, but because deep down, no one believes the results are worth the money spent
  2. money would be heavily invested if a link could be proven between what’s spent on training and what’s gained in the customer’s intent to “definitely recommend” and “definitely repurchase”
  3. poor trainers make training even harder
  4. poor trainers are a byproduct of poor leadership
  5. poor leadership is byproduct of lack of a clear, concise, and compelling vision
  6. a clear vision is not enough to motivate discretionary effort, at all
  7. the lack of consistently delivered discretionary effort is the root cause of poor customer service
  8. the percentage of employees not giving discretionary effort is directly proportional to the poor leadership ratings from employees
  9.  culture is what employees think and do without thinking

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Be the standard by which all others measure. Make your culture worth defending.

dad

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This website is about our SPIRIT. To enjoy today’s post about our WORK, click here.