How to execute next steps to convert theory into reality

Typhoon Lagoon — View from Mt. Mayday overlook.

How to execute next steps to convert theory into reality.

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

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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Cultural Transformation Next Steps after Executive engagement (2-days with 19 cultural blueprints)

Disney's Shades of Green Resort lobby — Disney’s Shades of Green Resort lobby, from the Mickey Mouse statue.

Cultural Transformation Next Steps after Executive engagement (2-days with 19 cultural blueprints)

Traditional blueprint assignments:

Leaders: CEO, Human Resources, Labor Relations, Employee Relations; one of these four owns total responsibility.

Employees: HR & Marketing (Employment, Training & Development, Communications, Recognition)

Customers: CCO (Chief Customer Officer), HR (Orientation, OJT, Ongoing Training)

Reputation: HR (Training) Marketing & PR (Communications)

Improve: CEO, HR, Marketing

Notes:
We started with senior leadership because you are the most connected and experienced with the organization’s strategy. You know things no other levels know.

Recommend creating a corporate Historian (including video/photo library) to work with and assist all other areas to make key links and connections to the founder’s story, heritage & traditions, traits and behaviors, language and symbols, and shared values.

The most natural things to feel about uncharted territory: doubt, fear, anxiety, confusion, excitement, joy, relief, hope, motivation.

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CUSTOMERS (floor plans, doors, windows, walls, stairs, closets, etc)

Disney Springs is near the AAU building.

CUSTOMERS (floor plans, doors, windows, walls, stairs, closets, etc)

9. (Wow) Identify and define your quintessential service goal. Then embed it in your organization’s DNA
10. (360 Analysis) Exhaustive lists of Needs, Wants, Stereotypes (+-), Emotions (+-); this will fuel scalable ways to hit your bullseye all day, every day.
11. (Unifying goal) redress your vision statement in a pair of overalls and march it to the front line. This is your battle-cry, the reason you exist. This one blueprint is the most important tool for harvesting your work force’s discretionary effort.
12. (Decision Tree) Create your prioritized corporate decision making matrix based on your non-negotiable, famous for, and business need.

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jeff noel’s Disney Customer Service Basics Will Challenge You

jeff noel’s Disney Customer Service Basics Will Challenge You

Who pushes you and your organization to do your best work?

Does overwhelm and urgency drive most of your days?

Are you satisfied with your cultural and personal customer service framework?

Do most days feel like you’re playing whack-a-mole on a corporate scale?

If you cleared your calendar from distraction for an entire day, what would you focus on and why?

If you could wave a Magic Wand, it would provide the corporate architecture for building better answers.

Jeff’s four world-class customer service basics provide a brilliantly simple blueprint for better days, better outcomes, and better health – organizationally and personally.

Customer Service Basics

What’s the foundational difference between meeting expectations versus exceeding expecations?

What’s the remarkable difference between knowing your customers versus understanding your customers?

What’s the key to creating employee commitment to freely and willingly giving discretionary effort all day, every day?

What is the hallmark of world-class customer service?

Jeff’s customer service architecture provides the transformational template for organizational and personal vibrancy.

Every employee, at every level, in every company will walk away equipped with catalytic customer service DNA to solve their unsolvables.

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Great Customer Service Categorically Changes Everything

Mr and Mrs Incredible — Honeymooners at Disney?

Great Customer Service Categorically Changes Everything.

Do you want to lead the category or do you want to become the category?

After you read the next sentence, ask yourself what your organization (or you if you can’t influence an entire company) would have to do differently to have your customers and employees feeling it, talking about it, and loving it?

Be the category.

Imagine being a category of one.

No one else does what you do in the way you do it and your customers (and employees) love you for it.

Great customer service categorically changes everything.

Yes or no?

Please remember we aren’t talking about good and very good customer service. At Disney we have a saying, “Good and very good aren’t good enough.”

Be the category.

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