Creating Magic

As I’ve gotten back into blogging, I’ve been looking back at my favorite book reviews and realized I never wrote an actual review on my, probably all-time, favorite, Creating Magic: 10 Common Sense Leadership Strategies From a Life at Disney, by Lee Cockerell. I’ve mentioned it more than a few times but it deserves more.

Creating Magic probably took me twice as long to read, just because I did so much highlighting throughout. I have a good size personal library of leadership and customer service books and it is, by far, my most loaned out book.

This is the perfect book for any leader working in, or interested in, the service industry, and for that matter, any industry. After starting out his career as a much more hard-nosed manager, Lee has become the model of great leadership building immediate rapport with employees. He holds nothing back in this book, describing each job along his path and what he had to change about himself to become a successful leader.

One of my favorite quotes is actually the very first line of the book, “It’s not the magic that makes it work; it’s the way we work that makes it magic.” Following the 10 strategies of the book, Lee was able to become a highly-skilled, efficient, and admired leader as Executive Vice-President, Operations of Walt Disney World Resort. Those 10 Strategies are:

#1 - Remember, everyone is important

#2 - Break the mold

#3 - Make your people your brand

#4 - Create magic through training

#5 - Eliminate hassles

#6 - Learn the truth

#7 - Burn the free fuel

#8 - Stay ahead of the pack

#9 - Be careful what you say and do

#10 - Develop character.

These strategies can easily be implemented by the smallest business owner all the way to the Fortune 500 CEO. It’s the way that people are treated that makes any business, and Lee Cockerell gives you the common sense approach and inspiration to make it a reality.

The Treasure in Books

"There is more treasure in books than in all the pirates loot on Treasure Island

and best of all, you can enjoy these riches every day of your life."

This is one of my favorite Walt Disney quotes.  A lot of quotes we see, no matter who they come from, tend to be just soundbites.  But they're just comments with little actual meaning and left up to the reader to interpret.

But this quote leaves little to figure out.  Reading is important.  It's important all the way through school . . . and beyond.  Anything you want to learn more about is probably in a book.  The Internet can be a great resource, but it doesn't take the place of a great book.

Whether we're trying or not, learning never ends and we all need to feed that learning.  I'm always talking about this with leaders.  Things change, people change, cultures change, and there are a number of author's out there that keep up on these changes for us.  All we need to do is pick up a book here and there.

Take a look at some of these author's writings and build your loot:  Mark Miller, Bill Treasurer, Julie Winkle Giulioni, Lee Cockerell, Cheryl Bachelder, Ken Blanchard, Chris Edmonds, Kevin Eikenberry.  Now get out there and pick up a book.

Sprinkles - It's What They Want

What an absolute joy to read.  Chip Bell’s new book, Sprinkles: Creating Awesome Experiences Through Innovative Service, kept a smile on my face the whole way through.

As a customer service program/training developer, I’m always looking for new ideas and twists.  Looking at it from the perspective of a fun food that (most) everyone likes is brilliant.  It’s so easy to identify with.  Customers aren’t so brand loyal anymore.  They don’t want just everyday service.  They want it “a la mode”.  They want crushed graham crackers (my favorite), cherry’s, chocolate, candy, . . . they want sprinkles.

Walt Disney once said, “Do what you do so well that they will want to see it again and bring their friends”.  People will talk about your great service.  They won’t talk about you if you’re just, meh.  You have to add that extra sprinkle.

There are so many wonderfully entertaining stories, examples, and inspirations in this book that you’ll want to share it with others.  You won’t just want to share the book but actually start implementing some of the ideas Chip speaks about.  This is the type of book that reignites.  Reignites thinking, reignites desire, reignites the spirit of why you’re in business in the first place.

I Love a Spicy Meatball

Yes, I love a spicy meatball . . . and wings, and dips, and pizza.  But they sometimes rub 

me the wrong way, if you get my drift.  Spicy is good.  Too spicy is bad.

Kind of like people.  You've heard the saying, "If you're the smartest person in the room, you're in the wrong room".  Don't be the equalizer.  You've got to add some spice to the room.  But you can't just do it randomly.  Just like spicy foods, if someone on the team is too spicy, you're going to have problems.

A good spicy team member is going to communicate, share openly and willingly, question ideas/decisions, and be honest and straight forward.  But to keep from becoming too spicy, he/she's also going to actively treat others with respect and be supportive.

You don't want all yes wo/men on your teams.  You'll never improve to the degree that you need to keep up.  Spicy people are a key.  You need people to keep things active and to keep everyone's minds flowing and thinking.  The first idea isn't always the best.  In fact, it usually isn't.  You need quality discussion.

Walt Disney once said that, "Ideas come from curiosity".  When setting up teams, take care to really look at everyone you're considering.  You need people that exhibit curiosity.  Spice it up a bit and get a good mix.  A good mix equals good results.

You CAN Be Successful

It’s easy to look at famous people and assume that they must have stumbled onto

overnight success somehow. We think they were born with amazing talent that was immediately appreciated by the world. Unfortunately, this makes it easy to think that if you’re not successful by now, there’s no point in trying.

Of course, this isn’t true, even though it may seem that way. It’s always good to be reminded that even the biggest successes are almost always preceded by numerous failures, and that persistence is the key to eventually being a success.

Not everyone who's on top today got there with success after success. More often than not, those who history best remembers were faced with numerous obstacles that forced them to work harder and show more determination than others.

Most of us live with the fear of failure. We’re afraid of attempting something and failing in front of our peers or our loved ones. We’re afraid of being embarrassed so instead of creating a situation in which we could fail again, we give up and stop trying, creating a comfort zone for ourselves. A comfort zone that limits what we can become and limits what we can do in life. It’s time to break out of your comfort zone and try again.

When you have a moment, Google some of these people with the word "failures":

Walt Disney

Abraham Lincoln

Harland Sanders

J.K. Rowling

Winston Churchill

Keep One In Your Pocket

“We developed so many talents as we went along that I lay awake at night

figuring out how to use them. That's how we become so diversified. It was natural branching out." - Walt Disney
How many times have you had a great idea in the middle of the night or while sitting relaxing at the pool, beach, or back porch and told yourself, “I’ll write it down later”. How many times has “later” never come? I wish I had a nickel (or a dollar, to account for inflation) for every time I said that but forgotten the idea 15 minutes later.

Ideas, and thoughts on how to develop them, begin streaming when we’re relaxed - when we don’t have the stresses of phone calls, meetings, and people popping into our offices. And, because we’re not prepared, we lose many ideas. We have to be equipped for these instant concepts at all times.

That takes me back to my Navy days. I ALWAYS carried around one of those little green, government-issue memorandum books in my back pocket - constantly at the ready to record my thoughts or work schedule of the day. It was a great asset (and great application for CYA).

These days, that little green book has been replaced by a smart-phone. It can record thoughts just as easily and they can be converted directly to memos or emails.

Make sure you have the available means to record your instant thoughts and the next time you can’t sleep, at least be productive and pull out that “little green book”.

Someone To Look Up To?

Someone to look up to.  That's part of a leaders' job.

As a leader, you must walk the talk 24/7.  To take a phrase from Disney, you are "on stage".  Especially, those in positions like company Presidents and CEOs.  Any time employees, customers, or the general public can see you or hear you - you are on stage.  Because of current events, you may already know where I'm going with this.

AOL boss Tim Armstrong may very well have done permanent damage to his reputation by firing Creative Director Abel Lenz . . . on a conference call with about 1000 employees listening on.  Stress is a given when you're at the top.  Even if you're anywhere near the top.  However - you're always on stage.  Emotions must be kept in check.  Save it for the office.

So what may have been lost, or at least reduced here?  Employee morale.  Employee productivity.  Respect for the CEO.  Overall culture of the organization.  Not that it's necessarily the case here, but leaders just don't always think about the human element as much as they should.

So next time you feel like blowing up . . . stop, for a split second and think, "What damage am I going to do and how should I handle it differently?"

Baby Service Steps

Simple question . . . How many successful organizations do you know of that

don't have some kind of customer service program for their employee's?  I'd be willing to guess, not many.

Take a look at such company's as, Disney, Zappo's, FedEx, and Wegmans (grocery chain).  These organizations are ranked at or near the top in customer service every year.  They all have customer service programs of some form.

We often hear the same things, "We already give good service", "We don't get many complaints".  Well why wouldn't you want to give "extraordinary" service or get even less complaints?

If nothing else, a CS program serves as a reminder to employee's to do even better than they are already.  It provides people with reminders and fresh ideas.  It turns those little light bulbs on . . . or back on.

Start thinking about it today.  Start small and grow from there.  It doesn't need to be extravagant - email reminders/ideas, newsletters, pre-work meetings, shared stories of "wow" service.  Do any of this and you're well on your way to better service.

The Customer Rules

Well I’ve just been a busy little reading hound lately.  I love having the ability to read books pre-release and watching how they do compared to my own reviews.  And every so often I come across a book that I know is going to do well, no matter what I say.  That brings me to, The Customer Rules: The 39 Essential Rules for Delivering Sensational Service, by Lee Cockerell.

This book had me hooked from the very start.  The common sense rules that Lee discusses are fundamental to service in ANY type of organization.  This book will make you go, “Hmmmm, that just makes sense”.  And isn’t that what you’re looking for in business book?

Lee Cockerell has been in the hospitality field for 40+ years, most recently retiring as VP of Operations at Walt Disney World, and uses this new book to teach us in short, bite-sized chapters, principles that he’s learned, sometimes the hard way, over those many years of experience.

Some of my favorite rules are,
Rule #5 - Ask Yourself, “What Would Mom Do?” - Always do the right thing and don’t do anything you would not want Mom to know about.
Rule #18 - Be a Copycat - You don’t need to try to reinvent the entire wheel.  Just improve on what others have done.
Rule #32 - Don’t Give the Responsibility Without the Authority.  How many times have you seen this go wrong?  Lee says, “It is not the problem itself that drives customers away; it’s how poorly you resolve the problem and how slowly you resolve it”.

This book is written in an easy to comprehend manner that keeps your attention.  It’s not a bunch of boring theories, but true life experiences with humor and unpretentious storytelling.  In other words, it’s the type of customer service and leadership book you’ve been looking for.  You and your service team will enjoy and value this book.

Log in to Amazon today, or go to your favorite bookstore tomorrow (March 5th) and pick up a couple of copies.  Oh - and don’t forget to pick up some highlighters also.

Communication and Partnerships

Fostering a sense of partnership with your employee's is an important aspect of motivation. People typically want to do good and feel like they belong. Don't just focus on the success of the company or your management team. Realize that you can't be a successful leader and try to do everything yourself. The increased success of you and your company relies on the future success of the employee's.

Continuous communication is a must if you want employee's to develop and succeed - or help your company succeed. You need to take a proactive role in looking at what's required. Take a look at any types of barriers there are to success. This very often has to do with a lack of communication or hoarding of power. If you hoard power and knowledge, someone's not getting information they need that may increase productivity and quality of work.

A former manager of customer satisfaction at Disney summed up success like this:
"Recruit the right people, train them, continually communicate with them, ask their opinions, involve them, recognize them and celebrate with them. If you show respect for their opinions and involvement, they will be proud of what they do and they'll deliver quality service."

Don't forget about your new employee's once the next crop comes in. Set them up with a mentor - be a mentor - to help them grow from the start and continue to grow. They're going to need guidance while they're getting used to their jobs and responsibilities. Communicate and be visible from the get go. Show new people that you're glad to have them aboard and that their jobs are just as important as anyone elses.

Too often we see organizations put on their orientation program, send employees to their departments, they meet their supervisor, they get to work - only to see their supervisor again when something goes wrong.  That in itself is wrong. In order to keep people motivated leaders must continuously communicate and show they care. Even if there's no news to share, let people know that. Remember - if employees hear nothing, they'll make up things to fill in the gaps.

"We're all in this together", so keep the communication and visibility up.  Make sure you "take them" (new employees) to the corporate culture - don't let the culture come to them. That never really works out very well. That will be a topic for another day.

Let Em Shine

Your staffs are an integral part of the success of your organization’s performance. This, you should know already. But how do they get to that point? How are they able to realize just how important they are?


You, as a leader, must communicate to your staff how you expect them to behave – clearly and concisely – and then let them do it. Does that mean becoming a dictator? Of course not. Think of your business like a play and your job is to be the director.

A director helps the actors rehearse their lines and actions so that they know just what to do on opening night so the play runs as smoothly as possible. A dictator would suppress the actors’ talent, where the director pulls them in and lets them shine.

To this, Walt Disney once said, “I think if there’s any part I’ve played . . . the vital part is coordinating these talents, and encouraging these talents, and carrying them down a certain line. It’s like pulling together a big orchestra. They’re all individually very talented. I have an organization of people who are really specialists. You can’t match them anywhere in the world for what they can do. But they all need to be pulled together, and that’s my job.”

I’ve had managers, as I’m sure you have, which held the reins so tightly that it sucked the energy out of me. Creativity suffers. Production suffers. Enjoyment in general is non-existent. People must have some leeway to be themselves, not a clone of a dictators’ need to be in control.

Do you let your staff shine? How can you pull them together? What type of success are you hindering by keeping the reins taut?

Everyone Picks Up Trash

Walt Disney once said about cast members (employees), “We train them to be aware that they’re there mainly to help the guest.”


Helping the guests (visitors) means not only personal deeds, but also keeping the parks clean. And when Walt said “them”, he meant everyone.

No one in your organization is exempt from guest support and service – this includes you. This reminds me of the story of the new Disney executive in California that on his first day walked past some trash on the ground while on his way from his car to his office. He got to his office, settled in, and a few minutes later another cast member walked in, placed the trash on his desk, and said, “Everyone picks up trash.”

If you want your employees to act a specific way, then you must also mirror that effort. And DON’T be surprised if someone calls you on it if you aren't doing it. It doesn’t matter whether you’re the CEO, department head, or the brand new supervisor. You must walk-the-talk. Talking only works if you have the walk to back it up.

Your employees are watching you – they see a lot more than you think. Next time you’re about to walk past trash, make sure you stop to think if that’s what you want your employees doing.

Is That You?

Is that you?  What does that mean?  It means that you're recognizing someone.  It's a pretty simple example of the word "recognize", isn't it?  But that's the point.  Recognizing people is simple.

Most managers spend more time pointing out mistakes than achievements - even though their staff do more things right than wrong.  A feedback ratio of one positive to three negatives doesn't really do too much for morale.  But I bet, if you turn it around, that a ratio of three positives to one negative will really do wonders for the motivation of your staff.

Sit down and really think about how much you recognize people.  Compare work to your personal life.  For some of you I bet you recognize people in your personal life more - spouse, kids, neighbors, buddies, etc.

Put yourself in your staff's position.  Personalize it.  Say your neighbor's been ill, so you mow his yard.  Next week you mow it again.  Come Monday morning you see him walk to his car, give you a wave, and he drives off to work.  How does that make you feel?  Not too awful good does it?

Getting NO feedback is just as bad as getting negative feedback.

Use the acronym that Lee Cockerell, former VP of Operations at Walt Disney World, uses - ARE:

• Appreciation
• Recognition
• Encouragement

Lee describes ARE as a "cost-free, fully sustainable fuel, one that builds self-confidence and self-esteem, boosts individual and team performance, and keeps an organization running cleanly and smoothly".

Appreciation - Recognition - Encouragement . . . a little goes a long way.

The Secret's Out!

Walt Disney once said, "People often ask me if I know the secret of success and if I could tell others how to make their dreams come true. My answer is, you do it by working."

"Working." Wow, what a concept.

Most people have heard of the old Bible saying, “You reap what you sow?” at some point in their life. Larry Winget, 'the pitbull of personal development', explains the problem best saying, "Most people aren’t reaping much these days because they haven’t done any sowing".

I Googled "books on the secret of success". It came up with 47,500,00 entries! That doesn't seem to me like there's much of a secret.

Here's the real "secret" of success . . . work harder, faster, smarter, and better. That will be $29.95 please.

The Buck Starts Here

I'm presenting a corporate program on change tomorrow and in my research and development I found a very interesting "chain of excellence". It comes from, my fave, Disney.

Disney's Chain of Excellence goes like this:
Leadership Excellence -- Cast Excellence -- Guest Satisfaction -- Loyalty & Financial Results.
Every level is dependent on another. You can't have Cast Excellence unless you have Leadership Excellence. You can't have Guest Satisfaction unless you have Cast Excellence. You can't have Loyalty & Financial Results unless you have Guest Satisfaction.

The thing that really stands out after looking at this model is that you can't have any of the three levels unless you have the first - Leadership Excellence. This isn't where the buck stops, it's where it starts!

Leadership development and succession planning should be a top priority for all organizations.

I Don't Have Any Competition

You’d better think twice about that title statement. Any person or organization that your customers do business with is a competitor. Notice that word I bolded . . . ANY.

Before a customer calls your business, could they have just talked to a Disney reservations representative about their upcoming Walt Disney World vacation? Could they have talked to FedEx about an emergency pickup? Maybe they ordered some clothing from Zappos.

All of the above mentioned companies are tops in the field of customer service - and for good reason. Just the mere fact that your customer talked to them first can make your “great” service experience feel more typical or even down right inferior. People will unconsciously compare every business they deal with.

Don’t you want to be one of the Disney's, FedEx's, or Zappos’?

Pick the Fit

I've read a number of articles lately about how bad unemployment is BUT how employers can't find the right match to hire. Really?

Companies need to take a look at their current hiring practices, which are quite often OLD hiring practices, and see what can be revamped. Especially in the areas of required experience.

Take a look at some of the most successful companies like Zappo's and Disney. A big focus of theirs is on personality and "fit". Zappo's has two sets of interviews. In Delivering Happiness, Tony Hsieh says, "The hiring manager and his/her team will do the standard set of interviews looking for relevant experience, technical ability, fit within the team, etc. But then the HR department does a second set of interviews, looking purely for culture fit."

You can sometimes (often) forgo some of the "experience" in order to get a better fit. If you get the culture right, most of the other stuff will often happen naturally on its own.

Full Circle . . . and Beyond!

On November 1, John Lasseter will become the 2,453rd star on Hollywood’s Walk of Fame. Here’s a leader that’s come full circle . . . and beyond!

Lasseter started his career as a Jungle Cruise Skipper at Disneyland in California. It was shortly after that when he became an animator at Walt Disney Feature Animation. He realized that computers could be used to make films with three dimensional backgrounds where traditionally animated characters could interact to add a new, visually stunning depth. So he began the push . . . but pushed a little too hard and was terminated.

Lasseter was then hired on at Lucasfilm Computer Graphics Group. Here he worked on their first computer animated short: The Adventures of André and Wally B. His original thought had been to create only the backgrounds on computers, but by the time it was all finished everything was computer animated, including the characters.

Most of what Lasseter had been working on had been considered “experiments” by George Lucas and his interest soon began to fade. Lucasfilm Computer Graphics Group was acquired by Steve Jobs in 1986, which then became Pixar. Lasseter oversaw all of Pixar's films and associated projects as executive producer. He personally directed Toy Story, A Bug's Life, Toy Story 2, Cars, and Cars 2 – some of the biggest animated feature films of all time.

When Disney purchased Pixar in April 2006, Lasseter was named Chief Creative Officer of both Pixar and Walt Disney Animation Studios. He was also given the responsibility as Principal Creative Advisor at Walt Disney Imagineering. He bypasses Disney's studio and theme park executives and reports directly to Disney President and CEO Bob Iger.

Congratulations John Lasseter!!!

Do you have an idea . . . a dream . . . a plan? See it through and make it happen. You never know - it may take you . . . to infinity and beyond!

For the whole Pixar story check out, “The Pixar Touch” by David A. Price.

Do You See What I See?

No, I'm not talking Christmas songs . . . yet.

Robert Frost once said, “Some men see things as they are and say why? I dream of things that never were and say why not?” Doesn’t that sound like a leader?

One of your biggest responsibilities as a leader is to see things that others can’t see. Use your visionary capabilities to grow your mission. Think big! Use your imagination. Sometimes you just have to give yourself permission. Why do children come up with such imaginative ideas? They allow themselves to be imaginative – they don’t know any better. But you know that it’s extremely important to do so.

Allow your mind to look at ALL possibilities. One may not be the answer. But grab assorted details from various ideas and you’ve got a viable solution.

Walt Disney said, "I only hope that we don't lose sight of one thing - that it was all started by a mouse”. A mouse! Look at Disney today. Although Walt is gone, the empire still grows.

Have faith that you can accomplish the mission that you’ve chosen, and impart that faith on to your staff – and grow.

Design Your Culture

"But I thought a culture just happens?" Well Skippy, a lot of them do. But a lot of them are baaaad.

The title of this post comes from one of the strategies that Lee Cockerell discusses in his book, Creating Magic, on how to create a culture of INCLUSION. The first line in that section defines a corporate culture (via Disney Institute) as "the system of values and beliefs an organization holds that drives actions and behaviors and influences relationships."

I've actually heard stories of organizations saying they don't need to work on their culture because it will just happen, that that will be their TRUE culture. Alert - Alert - Alert Will Robinson. You're looking at the makings of one of those baaaad culture's.

Leaders of your organization need to work on directing the culture - focusing on your values, beliefs, and relationships - so that it doesn't turn or work against you. One of the best ways to direct your culture is to use INCLUSION. I don't think there's any faster way to derail a culture than to exclude employee's. The less they know - the less they are asked - the less they are "partners" - the worse your culture will be.

Just think about it a second. With a lack of inclusion, comes more opportunity for "grapevine" and "water-cooler" talk. Your culture quickly becomes one that works AGAINST your organization.

Now I could ramble on about many aspects of growing and directing your organizational culture (and maybe some day I will) but if you create a sense of INCLUSION, you're going to be well on your way.

What kind of changes can you make, today, in the creation of a culture of INCLUSION?