By Lee Cockerell
“It’s now not the magic that makes it paintings; it’s the best way we paintings that makes it magic.”
The mystery for growing “magic” in our careers, our firms, and our lives is straightforward: awesome leadership—the variety that evokes staff, delights shoppers, and achieves impressive company effects.
No one understands extra approximately this sort of management than Lee Cockerell, the fellow who ran Walt Disney World® inn operations for over a decade. And in Creating Magic, he stocks the management ideas that not just guided his personal trip from a negative farm boy in Oklahoma to the top of operations for a multibillion greenback company, yet that still quickly got here to shape the cultural bedrock of the world’s number 1 holiday vacation spot. yet as Lee demonstrates, nice management isn’t approximately getting to know impossibly advanced administration theories. we will be able to all turn into remarkable leaders via following the 10 sensible, good judgment innovations defined during this outstanding e-book. As uncomplicated as they're profound, those management classes include:
Everyone is important.
Make your humans your model.
Burn the loose gas: appreciation, popularity, and encouragement.
Give humans a objective, not only a job.
Combining dazzling company knowledge with insightful and wonderful tales from Lee’s 4 many years at the entrance traces of a few of the world’s best-run businesses, Creating Magic shows we all – from small enterprise vendors to managers at each point – find out how to turn into larger leaders by way of infusing caliber, personality, braveness, enthusiasm, and integrity into our place of work and into our lives.
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Additional info for Creating Magic: 10 Common Sense Leadership Strategies from a Life at Disney
MANAGING THE ENVIRONMENT Lateral leaders take care to create the right kind of environment for empowered employees to be creative and entrepreneurial. They help to set the conditions in which people will feel relaxed, motivated and inspired. There are various ways to do this, depending on the culture and style of your nationality and organization. Usually the atmosphere in the office is informal but dynamic. People are focused and busy working in an environment that encourages easy communication and discourages hierarchies, divisions and ‘silos’.
2 The flow of vision into objectives and metrics The setting of strategic goals, and the departmental and personal objectives that cascade down from them, is well understood and executed in most large organizations. There are many books, training courses and methodologies available. However, the setting of innovation objectives and measurements is a neglected part of the strategic planning process. We will explore it later in the book. COMMUNICATING Just painting the picture is not enough. It quickly fades from view if it is not constantly reinforced.
It had learnt that to attack the little fish was fruitless and painful, so it did not try again. From this story comes the ‘pike syndrome’ which involves not adapting to changing circumstance and wrongly assuming a complete knowledge of a situation. 36 Challenge your assumptions We often act like the pike. Every time we approach a problem we bring our accumulated experience and training to bear on it. But this includes our accumulated assumptions and biases – conscious and unconscious. This mental baggage can prevent us from accepting innovative ideas.
Creating Magic: 10 Common Sense Leadership Strategies from a Life at Disney by Lee Cockerell