How to execute next steps to convert theory into reality

Disney's Typhoon Lagoon Water Park
Writing at Disney’s Typhoon Lagoon Water Park today.
  • A front line Cast Member came up with this idea. The other option is to lean them up against a pole or picnic table.
  • View from Mt. Mayday overlook.
  • Intentionally over-focused on theming.
  • Typhoon Tilley shipwrecked on Mt. Mayday.

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.

•  •  •  •  •

Owner

  • CEO

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