SANDRA LYNES TIMBRELL · Reviewing operational contingencies How would the changes affect ALL...

SANDRA LYNES TIMBRELL

DIRECTOR OF VISITOR EXPERIENCE

1599-1613 Built by Burbage & Shakespeare, burnt

down during a performance of Henry VIII.

1614-1642 Rebuilt and closed by Oliver Cromwell, as

were all theatres.

1997- Rebuilt by Sam Wanamaker.

The Globe Today

PLACING THE VISITOR AT THE HEART OF

EVERYTHING WE DO

• 25 million visitors to Bankside in 2017; 1million to Shakespeare’s Globe.

How can this change?

• Review of the visitor journey

• Research and evaluation: Mystery shoppers, peer benchmarking,

• Strategic operations

• Staff engagement

• Visitor engagement: family offer

• Commercial opportunities: donations; secondary spend; retail and catering

• Celebrate our successes: what do we do really well?

• How can we help make memories and in turn make money?!

The Show Must Go On

Acknowledging that it would get bumpy

Managing expectations at all levels

Reviewing operational contingencies

How would the changes affect ALL teams?

Expecting the unexpected!

Scheduling evaluation into the process

LET THEM EAT CAKE

Visibility of leaders is vital

Mistrust breeds mistrust: accept anger

State what is acceptable and what isn’t

Use Internal Comms wisely: celebrate

success and don’t mix messages

Hear voices from other teams

Acknowledge mistakes

Implement ‘listening workshops’

Agree to move forward as a team

The customer remains unaware

Say ‘thank you’ as best you can (cake!)

‘The greatest technology in the

world hasn’t replaced the ultimate

relationship building tool between a

customer and a business; the

human touch’.

Shep Hyken

www.shakespearesglobe.com

Sandra.l@shakespearesglobe.com

@shakespearesglobe

@SLTHeritage

the_globe

THANK YOU