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Employees

If You Need Inspiring Words, Don’t Do It

If You Need Inspiring Words, Don’t Do It.

Be so clear about what you want to accomplish that nothing can extinguish your fire.

Burn the ships.

If what you’re doing doesn’t make our world better, you’ll know it because you’ll keep hitting your snooze button.

And if hitting the snooze button is your modus operandi (yes, it’s criminal), no amount of inspirational quotes and anecdotes will ever move the needle.

Positive, uplifting quotes are wonderful. They give us the same warm and fuzzy feeling a shot of whiskey provides to an alcoholic. But you’ll never see anyone world-class doing shots before they do important, inspiring work.

Our goal is to literally jump out of bed at the first chiming of our morning ringtone and welcome the brand new day like we’re welcoming the most important day of our life.

Is boldness genius?

You could Google it to research who said it (like it even matters), or you could say it and get to work – like you mean it (which matters more than anything).

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Employees

Disconnect From Hope and Enthusiasm

Disconnect From Hope and Enthusiasm.

Connect to hard work.

The only way to create a better employee culture – and stay a better culture – is to outwork your previous self.

Other companies aren’t your competition, although we’re tempted to live in that paradigm.

Our old habits of banking on hope and enthusiasm, yet not being willing to .think .differently will fail us.

We must become an insatiable student and a remarkable teacher of organizational culture.

Then we’ll come full circle, and we can again embrace hope and enthusiasm.

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To leave this Disney Employee Engagement blog and go to the Disney Customer Service blog, click here.

 

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Employees

Be A Yes Person

Be A Yes Person.

We understand the ready, fire, aim concept.

But do we live the essential essence of the opposite; intentional and proactive thinking and doing?

Years ago one of my favorite Disney colleagues, Dennis Frare, shared a statement that is one of the most profound truths i’ve ever heard.

To know is to do. To know and not do, is to not yet know.

The value of the following yes-or-n0 questions is self-evident and irrefutable.

Have fun answering.

  1. i have read at least 12 employee engagement books?
  2. i am the most passionate student of employee engagement i know?
  3. i subscribe to, and read, at least two daily employee culture blogs?
  4. i have personally written extensively (subjective) about employee engagement?
  5. i teach employee engagement to others?
  6. i am fluent in operationalizing culture?

These questions are the ticket to the dance. They are in no way all-inclusive. The road to excellence has no finish line.

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To leave this Disney Employee Engagement blog and go to the Disney Customer Service blog, click here.

 

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Employees

Ready, Fire, Aim

Ready, Fire, Aim.

Before you go any further, ask yourself some honest questions.

If you are unable to answer yes to every question, you should rethink your motivation.

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To leave this Disney Employee Engagement blog and go to the Disney Customer Service blog, click here.

 

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Employees

Stop piling it on

Stop piling it on.

Do an inventory of your business book collection, business email subscriptions, self-improvement Facebook pages you’ve liked, and people you follow on Twitter and LinkedIn.

Quit buying employee engagement business books you’ll never read.

Quit listening to podcasts.

Quit reading blog posts.

Quite surfing LinkedIn and Twitter for the next employee culture nugget.

How much organizational culture information do you need before you can convince yourself you’re confident in your leadership convictions?

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To leave this Disney Employee Engagement blog and go to the Disney Customer Service blog, click here.

 

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Employees

Fear is a Liar

Fear is a Liar.

We admire legendary corporate cultures. Companies like Apple, Harley-Davidson, Southwest Airlines, and of course, Disney, come to mind immediately.

If we are honest with ourselves, would we say, deep down, we’ll never be as good.

i mean, seriously, how could we possibly create an employee culture that actually manifests itself as organizational vibrancy?

We can’t.

And we believe the script we tell ourselves.

What if i challenged you to .think .differently?

To imagine being able to draw up cultural blueprints; to architect a foundation that you can’t wait to show and tell others about.

This book illustrates the four foundational employee engagement building blocks for world-class corporate culture.

It’s just a dream and a drawing, but guess what?

Now you have a drawing.

You never had a blueprint before.

You’re welcome.

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To leave this Disney Employee Engagement blog and go to the Disney Customer Service blog, click here.

 

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Employees

The Law of The Happy Employee

The Law of The Happy Employee.

As a generally true statement, a happy employee stays with an organization.

Why would you leave if you’re happy?

An employee who stays with a Company gets good at what they do.

Would you pick the surgeon who’s done the procedure 50 times or 500 times?

Happy employees who are good at what they do project a good external service quality perception to your customers.

So far so good?

Okay.

The million dollar question many never ask let alone answer is, “What drives good internal service quality, which drives employee happiness?”

Was your answer instantaneous?

Are you still thinking?

Of course the answer is obvious.

The answer is leadership.

Ask yourself, “I know this to be irrefutable, but is it a conviction that is backed up by my daily actions?”

To know is to do. To know and not do, is to not yet know.

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To leave this Disney Employee Engagement blog and go to the Disney Customer Service blog, click here.

 

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Employees

Become the Employee Engagement Category

Become the Employee Engagement Category.

Lead the category or be the category?

Striving to lead your industry isn’t entirely bad if you’re okay with waiting for someone else to beat you to the next breakthrough.

Why does that sound ridiculous?

Why is it important?

Because some ridiculously important (some would say game-changing) events have happened, are happening now, and will continue to happen.

It’s called disruption for a reason.

Waiting for a disruption can destroy an organization (and sometimes an industry).

Instigating a massive change has the potential to create a hybrid, competitive immunity and have your competition scrambling to recover.

Remember how the music industry let Napster reinvent music file sharing?

Music executives got blind-sided.

As if that wasn’t enough, the music industry never saw a computer company coming either.

Apple, iPod, iTunes, and now, Apple Music.

Apple is a category of one.

The music industry had their chance to become the category.

Kodak had their chance too, but they held so tightly to film, they suffocated themselves.

How does this train of thought affect Disney?

Since 1923, we (Disney) have honed our culture; the Disney culture that has grown increasingly admirable in the world’s eyes.

A culture by design, not a culture by default.

A culture that works for you rather than against you.

A culture that has been carefully architected over the decades.

A culture worth defending.

By everyone in the organization.

This book shares two sets of four tactics each for how to create an organizationally vibrant culture.

The reason for vibrant cultural health is analogous to the benefits of vibrant personal health.

No brainer.

Hard work.

Totally worth the effort.

Now enter seismic economic, world, and technology events that test our core cultural foundation. If ever there was a compelling reason for a strong, vibrant culture, it’s for when an unpredictable crisis hits.

In 1992 we began experiencing a massive disruption in the way we led our world-famous culture.

No one else felt it though.

We were alone.

Why?

It was self-imposed.

Let that sink in.

It was self-imposed.

Performance Excellence, as we called it, would take our great culture and offer a once-in-a-lifetime opportunity to do something unheard of in a company our size – take our tried and true leadership paradigm and turn everything upside down.

Literally turn it upside down.

I’m convinced the only reason it worked was the fact we had time-tested cultural structure and processes, by design, in place that allowed for what seemed impossible to be highly probable.

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Employees

jeff noel Deconstructed Disney to reconstruct Employee Engagement, for your future enjoyment

jeff noel Deconstructed Disney to reconstruct Employee Engagement, for your future enjoyment.

If you’ve visited a Disney Theme Park, the odds are high you’ve seen at least one sign like this:

Please pardon our appearance while we refurbish this attraction for your future enjoyment.

Why are the odds high?

The odds are great because Disney is always working to improve the Guest Experience.

Consider the effort, though. Every Attraction is unique, and each one comes with a different set of issues, opportunities, and strengths.

Closer inspection then will yield you a quick, and much deeper, appreciation.

Now imagine the difference between one closer inspection versus a lifetime of seeing it under a microscope.

When you see the actual DNA, the smallest pieces that hold the Disney Culture together, everything you believe in, and why, changes.

When i saw the Disney Institute participants struggle with our Employee Engagement content, which focused on what we do and how we do it, i set out to find a breakthrough for those struggling business professionals.

i was on a mission to crystallize why, and how, we do what we do.

The why took me to the microscope, which led to brilliantly simplistic discoveries.

 

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Employees

The Employee Engagement Gospel According To Walt Disney

The Employee Engagement Gospel According To Walt Disney.

Gospel: gos·pel, noun: Something regarded as true and implicitly believed: to take his report for gospel. A doctrine regarded as of prime importance: political gospel.

The good news, Disney’s Approach to Employee Engagement is simple and serves as the world’s business gospel.

The bad news is it’s not easy.

When i first discovered i had high cholesterol, the doctor recommended two simple steps to lower the risk of heart disease.

Diet and exercise.

Simple.

Not easy.

Disney’s Approach to Employee Engagement, you’ll see in a moment, is ridiculously simple.

And yet finding an organizational culture of overwhelming leadership excellence is roughly as statistically similar as finding a large number of vibrantly healthy American adults.