Leadership Excellence - The Disney Model

LeadershipExcellence

February 22, 2011“Be careful what you say and do….they are watching you.”

-Lee Cockwell

All About Me…

About you…Please share:

Your nameYour organizationYour role where you workA leadership trait that you value

Tell your story….if you don’t…

someone else will.

The Power of Story…

“When people laugh at Mickey Mouse, it’s because he’s so human; and that is the secret of his popularity.”

-Walt Disney

The Leadership Excellence Model

Envision the FutureOrganize the Operation

Engage the TeamCommit to Results

Disney Institute Training Manual: The Disney Approach to Leadership Excellence

Leadership Excellence

“Your Situation”Identify a current situation that

requires your leadership.

Do you do the….

Wrong things wrong?Wrong things right?Right things wrong?Right things right?

of the furEnvision The Future

Vision-a picture of the future created in the imagination and

motivates people to action.When a vision is communicated

effectively, it:• Creates a shared purpose• Inspires passion• Sets direction• Conveys values


Strategies for Envisioning the

Future

Determine the strategic direction of your organization.

If you are a high-level leader:-Learn everything you can about the forces affecting your industry/market.-Consult with the various sources you rely on to make decisions.

If you are a mid-level leader:-Meet with the leaders you report to in order to learn more about your organization’s direction.

Ask the questions you need to have answered:-What direction should our organization take?-What evidence supports this direction?-How does each area (or my area) help the “us” move in this direction?


Identify the change required to move in this direction.

Set a goal describing where your organization (your area of responsibility) needs to be.-Keep the organization’s focus on only a few key areas.-Make the goal challenging and inspiring, yet realistic.-Consider how attaining this goal leverages your organization’s values.

Analyze “the gap” between where your organization is and where it needs to be.-What needs to change in order to close this gap?-Who needs to be involved in these changes, and how?


Articulate a vision describing the change.

Describe the status quo.-What are the current circumstances?

Describe the change you want to create, and the associated stakes.-What does this compelling future look, sound, and feel like?

Describe the obstacles to changing.-What stands in the way of change?

Make your recommendation or call to action.-What action do you want taken?


Communicate the vision to those involved in carrying it

out.Consider the audience you need to reach with your vision.-Clarify the needs and expectations of your audience.-Anticipate how your audience will react and how you will address their reactions.

Identify delivery methods that will get the attention of your audience.-New visions: select delivery method that indicate that this isn’t “just another mtg”-Examine additional delivery methods to sustain attention for your vision.

Recognize the parts of your vision that you are the most passionate about.-Excitement is infectious; let your audience see your passion for the change.-Help others understand why this change is important to you & organization.

Incorporate your vision into day-to-day communications.-Connect ongoing progress back to the vision and values you hold for the organization.


of the furThe Leader’s VisionDevelop your vision for the change you want to

create.Complete Part 1-page 8Complete Part 2-page 9

Vision Feedback Form-page 10(Exchange manuals with someone else.)

Duckburg, Inc.

Strategies for Organizing the

Operation

Identify the work that needs to be done.

Consider desired outcomes and what must occur in order to achieve them.

Break down the work into its necessary functions and tasks.

Apply goals and standards to determine work priorities.-For example, is the work driven by time, quality, or price?

When examining an existing operation, look for work that no longer has the value it once did; change it or end it.-Analyze the number of decision layers, is there unnecessary bureaucracy?-Don’t worry about “the way it has always been”. Be willing to change.


Determine work roles and enlist talent.

For each role, have a clearly defined job description; identify the deliverables for each job.

Seek out “early adopters”-people who embrace the change and want to help bring it about.

Make sure candidates have the technical, management, and interpersonal skills needed to perform.

Select by talent, not by resume. Differentiate the right knowledge and attitudes from technical skills that can be trained.

Make the hard decisions to remove or recast “wrong-fit talent”.


Establish clear lines of communication, authority,

and accountability.


Clarify each individual’s responsibility and authority within the scope of their role. Ensure that expectations are clearly understood.

Make sure employees have someone to “answer to”, not only for accountability, but also for guidance and leadership.

Let the front line handle the details as long as progress is made toward goals. Clarify authorities and accountabilities if not.

Verify that the organizational structure supports effective communication.

Implement appropriate systems and processes.

When implementing a change, involve stakeholders in the plan for rolling it out (timelines, deadlines, & deliverables).

When sustaining a change, involve stakeholders in the plan for continuous improvement. Don’t get comfy with status quo.-Ask people about the bottlenecks they encounter.-Ask “why” more often-”Why do we do it that way?” Target questions and ideas to the level needed to accomplish the task.

Set up systems for monitoring work (deadlines, status checks, approvals).

Ensure that systems and processes work from the employee and budget point of view.-Observe employees using systems and processes to determine if the procedures help them deliver great service.-Find out which parts of systems/processes make things go wrong or contribute to inefficiency, and change them.Disney Institute Training Manual: The Disney Approach to Leadership Excellence

It’s Puzzle Time!

Strategies for Engaging the

Team

Transfer power and decision-making authority.


Make sure roles and authority are clearly understood and agreed upon. Do not give responsibilities and then take them back.

Allow that things be done differently than you would do, as long as a quality job gets done.

Ask the people doing the work to champion and administer improvements.

Train employees to make decisions, and hold them accountable for doing so.

Know when to get involved in employee decisions, and when not to. Refrain from micro-managing.

Create an information-sharing environment.


Listen to the questions that employees ask to identify what information they need. Start improving that information regularly.

Build employee input into meeting agendas and respond to ideas.

Train employees on how to communicate more effectively.

When counseling employees, differentiate between issues that require action and those hat merely require listening and advice.

Encourage dialogue and open communication among employees.

Consistently keep the employees informed as to how they are contributing to results.

Provide opportunities for development.


Let employees help you develop the core competencies and skills of the jobs that report to you.

Provide training and personal development opportunities to enhance job satisfaction and improve performance.

Educate employees on all aspects of the business to help them make effective decisions.

Encourage employees to gain knowledge and partner with other areas through cross-utilization opportunities.

Mentor, coach, and train employees on better ways to perform their jobs.

Allocate the appropriate resources.


Make sure employees have the necessary support system, tools, and equipment to do their jobs.

Listen to the needs and concerns of employees and use authority to make changes.

Let employees take responsibility for conserving resources and using them effectively.

Encourage the team to collaborate and innovate to come up with creative solutions to resources challenges.

Strategies for Committing to

Results

Set goals and standards.


Work collaboratively to set challenging goals for the team and individual team members; strive for continuous improvement.

Break high-level or long-term goals into strategic “milestone” goals.

Recognize how your standards for quality, efficiency, service, safety, convenience, etc., contribute to long-term business results and your reputation in the marketplace.

Be open to reinventing the goals and standards so they can be more effective at helping you achieve your vision.

Measure, observe, and communicate results.


Know the key drivers of your business and measure what’s important. Do not waste resources on measuring things that are not important.

Measure the low-level “leading indicators” when they can help you determine progress toward high-level strategic goals.

Employ systems that allow employees to take ownership of measurement.

Communicate results regularly and appropriately-individual results privately, team results publicly.

Provide feedback and recognition.


Let people know immediately when you catch them “doing the right” and remind them how their performance makes a difference.

Make no secret of your expectations for performance; build performance expectations and observations into regular one-on-one meetings.

Always tie feedback and recognition back to goals, standards, and the values of the organization.

When addressing a challenging development situation, offer ongoing coaching or additional resources to improve performance.

Conduct regular performance reviews that are firm, objective, and consistent.

Persevere.


Anticipate problems and resistance; stay focused on solutions.

Solicit ideas from employees at all levels on how they would improve things.

Seek guidance and advice from mentors who have faced challenges similar to what you are facing.

Celebrate milestone goals and other forms of team progress to build and maintain momentum.

Leadership Accountability Matrix

Strategies for Leaving a Legacy

Set the example for others to follow.


Model your organization’s culture and values.

Remember that all roles are essential; treat your fellow employees with respect.

Acknowledge the differences you have with the values of others; be open to learning from their experiences.

Strive to exceed expectations.

Be as good as your word; make promises and keep them.

Respond positively to input from others; welcome their feedback and act on it.

Create relationships for life.


Make a point of meeting and greeting; acknowledge new people rather than ignoring them.

Design and maintain your schedule so you can be visible.

Recognize the “give and take” that contributes to a collaborative relationship; be willing to “give” as much as you “take”.

Appreciate and acknowledge people not only for what they do, but also for who they are; for example, recognize birthdays, company anniversaries, and promotions.

Provide opportunities for employees to interact and share common experiences with each other.

Work toward making your adversaries your partners.

Spread excitement and enthusiasm in others.


Express confidence in yourself and in the abilities of others.

Show an interest in the ideas of others.

Help others to find their “niche”-a role in which they are doing something they are passionate about.

Demonstrate a passion for your job.

“Rally the troops” and be an eternal optimist and cheerleader.

Help others to understand how they make a difference to their fellow employees, to the bottom line, and to the customer experience.

Remain true to your values.


Demonstrate to others what you value through consistent behavior and expression.

Remind yourself of the values you share with your organization.

Adopt as one of your values a commitment to ongoing growth.

Recognize those moments when you act with a “hidden agenda”.

In your daily interactions, emphasize the values you have in common.

Make sure you are doing what you love to do.

Your PromiseDescribe the result

Within 45 days from today…..

Identify the leadership behaviorsIn order for this to occur, I must….

People will recognize what I value because….

Each of you is a

VIP!

Business

Leadership Excellence - The Disney Model