rethink, reprioritize, recommit your Business Chain of Excellence beliefs

Where do we begin when we are fed up with the past and dissatisfied with our inability to break through the everyday business excellence grind?

Cliche, but what about keeping it simple?

The ultimate sophistication is simplicity.

What’s first?

Three steps.

In prioritized order:

1. rethink
2. reprioritize
3. recommit

Great leaders never underestimate the power of being clear, concise, and compelling.

Life and work are too complex to try to lead without clarity around the most important issues.

Life and work are too complicated to achieve organizational vibrancy without irrefutable priorities.

Life and work are too intense to ever show up without world-class Organizational Vibrancy commitment.

There’s no room for average business chain of excellence at Disney

None.

Zero.

It’s a crying shame, isn’t it?

Because you’ll never know.

Never know what might have been.

Never know how effective your impact could have been.

Never lived up to the hopes your leaders had for you.

Never lived up to the hopes you had for yourself.

Satisfaction is dangerous.

They say only the mediocre are at their best every day.

The antidote is obvious.

Seek out timeless Organizational Vibrancy wisdom.

Embrace simple, profound, industry-neutral Cultural Vibrancy insights.

Begin today to rethink, reprioritize, and recommit your time and effort.

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Detouring to wonder why

To wonder why?

Detour.

A different route to get somewhere; usually unplanned, unexpected, often scary and inconvenient.

What if we detoured in our journey to understand, and practice, the world-class, Organizational Vibrancy key drivers required to become and stay a remarkably successful business enterprise?

The “what if” usually has an ending sounding like this, “I’ll never know?”

Why?

Because it’s safer, more convenient, and easier to manage the unexpected and unplanned if we just get back to the job at hand, which is to maintain the current level of operational efficiency.

It’s Not The Business Excellence Magic That Makes It Work

It’s the hard Disney Organizational Vibrancy work that makes it Magic.

It comes down to being focused and disciplined.

1. Focused on the basics.
2. Disciplined to never take our focus off the basics.

Seems ridiculously simple right?

It is.

Remember, though; simple doesn’t mean easy.

If focus and discipline were easy, we’d all be outdistancing ourselves from our competition and achieving “the impossible”, competitive immunity.

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Disney’s Single Biggest Business Excellence Secret Revealed

Disney over-focuses on the same things other businesses under-focus on or ignore

Disney’s Organizational Vibrancy banks on being intentional where others are unintentional.

This is the key to Disney’s long-term success.

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The Five World Class Business Excellence Basics, Disney Style

1. Leaders
2. Employees
3. Customers
4. Reputation
5. Improve

Never get bored with the basics.

Focus and discipline.

Excellence.

Exceeding expectations.

All day.

Every day.

Never be satisfied.

The road to excellence has no finish line.

If the Business Chain of Excellence, Disney Style, doesn’t make perfect sense, nothing i say will matter

When you believe in something all the way, no convincing is necessary. When you don’t, no amount of convincing will be enough.

If what Disney Organizational Vibrancy does, how we do it, and why we do it doesn’t make perfect sense, no amount of my content will ever be enough to convince you.

The good news?

It’s not worth it for either of us to convince the other of anything different.

There’s irrefutable evidence in the form of historical Customer and Employee loyalty that needs no defense.

That said, may you and your business endeavors bring you the personal vibrancy and organizational vibrancy every great leader dreams of.

Ps. In the off chance, you’re feeling compelled to take a risk, the worst that will happen is you’ll have lost an hour of your life to “what might have been.”

An hour.

Two 30-minute “Big Bang Theory” reruns. Almost makes the chance seem worth it, no?

The Why of Disney’s Business Chain of Excellence

Why does Disney focus on the positive ripple effect driven by great leadership?

Here’s how easy the answer is; if you could only pick one of these two, which would you pick?

1. A team of good and very good leaders.
2. A team of excellent leaders.

Sometimes, the answer is that obvious.

Why does Disney focus on employee engagement?

Here’s how easy the answer is; if you could only pick one of these two, which would you pick?

1. An employee culture architected by design.
2. An employee culture that happens by default.

Sometimes, the answer is that obvious.

Why does Disney focus on delivering world-class customer service?

Here’s how easy the answer is; if you could only pick one of these two, which would you pick?

1. Consistently exceeding customer expectations at every touchpoint.
2. Focusing on meeting customer expectations and occasionally exceeding expectations.

Sometimes, the answer is that obvious.

Why does Disney focus on creating powerful and lasting emotional connections?

Here’s how easy the answer is; if you could only pick one of these two, which would you pick?

1. A legendary customer service culture reputation every employee believes is worth defending.
2. A customer service culture that can never seem to go from good to world-class.

Sometimes, the answer is that obvious.

Why does Disney focus on continuously improving it’s products and expanding it’s offerings?

Here’s how easy the answer is; if you could only pick one of these three, which would you pick?

1. Stay with the industry pack.
2. Lead the category.
3. Become the category.

Sometimes, the answer is that obvious.

Disney Business Chain of Excellence Beliefs

Leaders drive the employee experience.

Employees drive the customer experience.

Customers drive the repeat visitation.

Loyalty drives your fiscal health.

Creativity is the DNA that runs through everything you do.

Leaders create the internal service quality; employees stay if they are happy; if employees stay they get good at what they do; when employees are happy and good at what they do, they present a good external service quality; good external service quality creates customer satisfaction; (satisfaction is dangerous because it means you’ve only met expectations); the key now is to provide the perception of superior value, which is the key to creating customer loyalty; loyalty leads to revenue growth and profit; grow and profit lead to shareholder value.

What this Disney Business Chain of Excellence Book will do:

It will offer a simple fix: however, it will not provide an easy fix.

It will intrigue, rather than entertain, you.

It will reveal Disney’s Organizational Vibrancy cultural architecture.

It will answer, “where do we start” by providing Disney’s Organizational Vibrancy cultural blueprints.