DISNEY U

How the Disney University Develops the World's Most Engaged, Loyal, and Customer-Centric Employees

The McGraw-Hill Companies, Inc.

Contents

Excerpt

CHAPTER 1

Setting the Stage for Success

The Four Circumstances of the Disney University

It took more than a good idea to bring the university into existence. This newbaby in the corporate family might have died in the delivery room had it notbeen for certain circumstances.

—Van France

MEMORANDUM

September 21, 1962

Disneyland will never be completed. We've certainly lived up to that promise.But what about the people who operate it? Are we growing with the show or justgetting older? The trouble with people is that we get hardening of the mentalarteries, cirrhosis of the enthusiasm, and arthritis of the imagination, alongwith chronic and sometimes acute allergies to supervision, subordinates, thewhole darned system. Is it possible that what we have gained through experience,we have lost through habit, and that what we have gained through organization,we have lost in enthusiasm?

—Van France, Introduction to his "Proposed Program for the University ofDisneyland, 1962–1963

Setting the Stage for The Disney University

In 1955, just before Disneyland's grand opening, Van France and his onlyemployee at the time, a new college graduate named Dick Nunis, originated thevery first Disneyland employee orientation program. It produced legions ofemployees who by the end of orientation had no doubt about their primary rolewith the guests who were soon to arrive: "We create happiness."

Right from its debut on July 17, 1955, Disneyland enjoyed unparalleled success.It raised the bar, setting new standards of excellence for creativity, familyentertainment, and customer service.

In the years since it opened, Disneyland evolved in a variety of ways, from thenumber and complexity of attractions to the expanding employee population. Vanalso evolved. He left Disneyland for two years to work for other companies. Whenhe returned in 1962, he was looking at Disneyland from a new perspective. Vansays, "My learning in the outside world helped me. I could now look atDisneyland with fresh insights." He discovered a Disneyland that was facingsome growing pains.

Deteriorating employee morale was especially troubling to Van. There were evencomplaints about the orientation program; some argued that the material wasdated and that those presenting it were out of touch with the realities of thepark operations.

During Van's two-year hiatus, Dick Nunis, Van's only employee during the monthsbefore and after the opening of Disneyland, became the director of operations atDisneyland. Dick, now Van's boss, needed his help.

Seven years into this run of success and millions of guests later, Van Francebegan thinking about expanding the Disneyland orientation program to somethingnew and different. The time was right for this new baby in the Disney corporatefamily to emerge.

The Disney University was about to be born.

Beyond a University in Name Only: The Four Circumstances

The Disney University is a name that carries clout and evokes images ofexcellence. Mention this highly regarded institution to any business leader, andthe question that often follows is: How do they develop the world's mostengaged, loyal, and customer-centric employees, year after year?

The simple explanation for the Disney University's success can be attributed tothe levels of support and clarity of purpose found in the Four Circumstances,the organizational values Van France identified as vital to the success of theDisney University.

Although the word university invariably appears in the title of corporate andorganizational training departments around the world, very few of those"universities" have matched the Disney University's level of success. Many don'tenjoy the levels of support and clarity of purpose found in the FourCircumstances. Without clarifying the kinds of values found in the FourCircumstances, training and development initiatives are bound to fail; even thebest-funded organizational universities are doomed to become universities inname only.

Van's Four Circumstances Are Values

The ensuing review of each circumstance reveals key words that represent valuesof The Walt Disney Company and create the perfect environment for the DisneyUniversity. But before discussing the values that constitute Van's FourCircumstances, it is important to first clarify something about them:

• These values are not unique.

• These values aren't new or unknown to most leaders.

• These values must pervade the organization. They are the essential DNA of thewhole company, not just Van's values or those of the Disney University.

These core values, which were originally set into motion by Walt Disney, form asturdy foundation from which evolved the programs Van and his team developed.The Disney University is an extension of the company.

Put simply, the Disney University isn't a car wash through which employees canbe sent in preparation for work. It is much, much more. A sentiment shared bymany executives who worked with Van is, "Training cannot be limited to 'Here'swhat you need to do, now go do it.' That's not good enough. Training needs toinstill a spirit, a feeling, an emotional connection. Training means creating anenvironment of thinking and feeling."

Van's Circumstance 1: Innovation

First, I had an aversion to the concept of a "training department." The functionhas little status in any organization. Years before, when I had actually manageda "training department," I grew tired of hearing, "Those who can, do; those whocan't, teach." Further, any high school graduate feels he or she has alreadybeen trained and resents being enrolled again. On the other hand, the idea of aUniversity was exciting. Historically, a university was ahead of the times,leading people into exciting adventures.

This circumstance reveals the traits associated with those who break new ground:the pioneers who are not afraid to take risks. Van's focus on being innovativecreated an ever-evolving learning culture. He challenged the status quo.

Many who worked with Van describe his style in the following ways:"Van kept people focused. He kept us from making training programs too esotericand academic by keeping us focused on practical application, using simpleconcepts such as 'we create happiness' and 'we know the answers.'"

"He brought up pointed and controversial ideas that kept us thinking."

"Van made sure we didn't get too infatuated with our own importance orsuccess."

"Van had a good way of deflating your balloon."

Van's zeal for creating The Happiest Place on Earth through innovation and bychallenging entrenched behavioral patterns and beliefs is evident in a passagehe created for an early 1980s Disneyland management training program:

Budgets, schedules, reports, more reports, union negotiations, trainingprograms, meetings ... more meetings, handbooks, "cover-your-ass" memos andthe endless things which take up your time are of no value unless they end upproducing A HAPPY GUEST.

Van didn't hesitate to stir the pot.

Van's Circumstance 2: Organizational Support

Second, Dick's [(Dick Nunis, the then director of operations at Disneyland]degree from USC was in education and he could see the advantages of branchingout from a simple orientation program. Further, after Dick buys an idea, hebacks it and sells it.

This circumstance adds a component that is lacking in too many organizations;unabashed organizational support. From Walt and Roy Disney and then to DickNunis, Disney management trusted Van's ideas and he trusted them.

Dick knew that unless someone from the highest ranks of management backs it, itwon't happen; leadership must be intimately involved and has to set the tone.Dick's constant presence as a champion of training started at Disneyland andcontinued with the development of Walt Disney World in Florida and theinternational expansion of Disney Parks and Resorts.

When Van proposed creating the Disney University, Dick became one of his biggestcheerleaders and encouraged him to run with his ideas. Van's words are echoed inthe following statement, a sentiment voiced by Disney University pioneers:

Without the support of Walt Disney and Dick Nunis, there wouldn't be a DisneyUniversity.

Van's Circumstance 3: Education

Third, back in 1932, Walt had established his own, unique school for traininghis animators, and he could understand why we had to develop our own breed ofspectacular show people.

Without a doubt, this circumstance reveals the roots of the Disney University:Walt's long-standing value of providing employees with a tailored, relevanttraining and educational experience. Walt Disney helped create an art school forhis animators because in his own words, "Art schools that existed then didn'tquite have enough for what we needed, so we set up our own art school ... wewent a little bit beyond what they were getting in art school."

Walt often brought into the studio prominent educators and artists such as FrankLloyd Wright to give classes and lectures to the animators. Their innovativeideas and outside-the-box thinking became an invaluable source of inspiration.

Van had to create a different version of Walt's art school: a unique school thatwould create a different type of artist. These "Disneylanders" would major inthe fine art of creating happiness and receive a special curriculum in humanrelations and Disney philosophy. Van and his fellow pioneers knew they had tocreate something that would go beyond traditional training programs. There wasno question that the main product at Disneyland was going to be happiness. Therewas no ambiguity in the look, feel, and purpose of the goal.

When it is offered consistently and with creativity, education is anindispensable commodity, one that is held in high esteem in the history andculture of The Walt Disney Company.

Van's Circumstance 4: Entertain

Finally, fourth, I had friendly allies in the Art Department of the Marketingdivision. As result, our handbooks and training aids were always creative andinteresting, rather than the opposite, which would mean "dull and academic."

Van's description of this circumstance illustrates his firm belief in a value heshared with Walt: entertain and educate. As Walt would say, "When the subjectpermits, we let fly with all the satire and gags at our command. Laughter is noenemy to learning."

Van believed that it is possible to make the academic entertaining; it ispossible to have both laughter and learning at once with the right approach.Employing entertainment as a training strategy goes well beyond telling jokesand laughing. It is a powerful tool that can increase trainee engagement andensure the retention of new concepts.

Even though Van came from a training background that had no relationship toDisneyland, his values and sense of humor aligned perfectly with Walt's. TomEastman, retired corporate director of the Disney University, provides asuccinct description of Van that creates a vivid image: "Van was Disneyland'sJiminy Cricket, Disneyland's conscience, constantly emphasizing the importanceof the Disneyland employees, the cast members. Van's great efforts were directedto the people side of our business." Tom adds, "Van was a happy rascal, an elf.He always had a great smile and a sparkle in his eye." This, combined with hisdedication to the cast members, the guests, Disneyland, and the Disney values,proved to be a powerful combination.

Walt Disney's values and sense of humor shaped Disneyland; Van's values andsense of humor helped shape the Disney University.

It Took More Than a Good Idea

Using Van's own words, "It took more than a good idea to bring the universityinto existence." And it took more than a good idea to ensure the success,longevity, and contributions of the Disney University.

Van France and his team of employee development pioneers brought to life thevalues found in the Four Circumstances. Disney corporate leadership along withVan and his team of strong-willed visionaries created a corporate culture and anorganizational DNA well before those words were in vogue. They didn't just go tothe store, buy pixie dust, and start throwing it around. Their tireless devotionto perpetuating Walt Disney's dream, plus the game-changing business conceptsthey created, helped build an organizational culture that is respected aroundthe world.

Secrets of the Disney University

What does it take to create legions of amazingly motivated employees year afteryear? How does a training organization, or any organization for that matter,thrive well beyond the honeymoon period? The message from Van and the many whoworked with him to create the Disney University is unwavering. Success ispredicated on the following:

• Having a seat at the leadership table

• Being a valued part of the organizational culture

• Moving well beyond providing merely short-lived programs

• Being incessantly creative and willing to try new approaches to keep themessage relevant, fresh, and engaging

The Four Circumstances reflect an organizational culture that has ensured fordecades the survival of this new baby in the corporate family. The FourCircumstances also greatly influenced Van's leadership lessons, which areapplicable to all organizations and are as relevant today as they were backthen.

CHAPTER 2

Capture Hearts and Minds

It's More Than Mickey Mouse and Donald Duck

A maxim of the movie industry is that "it takes a happy crew to produce a happyshow."

—Van France

It is 1982. Dick Nunis, hoping to catch a quick cat nap, slumps into a chair atthe back of the darkened room and closes his eyes. Exhausted and suffering fromlack of sleep, he knows he has no option other than to press on. The five-minuterun time of the video he just introduced to his audience will provide a muchneeded break. The grand opening of EPCOT Center, the $800 million expansion atWalt Disney World in Florida, is just around the corner, and he has much to do.

As president of the Outdoor Recreation Division for The Walt Disney Company,Dick is responsible for both Walt Disney World in Florida and Disneyland inCalifornia. With the 1982 EPCOT expansion project 11 years after the opening ofthe Magic Kingdom, Dick's responsibilities are vast, complicated, and expandingby the day.

Dick is the sole presenter of the employee orientation program for all EPCOTcast members. His audience isn't a select group of senior managers, nor is hemerely the figurehead–executive–guest speaker brought in for a fewminutes to kick off the session. Dick is giving this same 90-minute presentationto every cast member assigned to EPCOT—all 2,000 of them.

Today's session is similar to the dozens he has already conducted during thelast week, and he must lead dozens more. When he is in front of his audience,Dick, in his inimitable style, exudes energy and enthusiasm. He reaffirms withcast members the importance of maintaining the Disney legacy of world-classguest service.

Twenty-seven years earlier, in preparation for the grand opening of Disneyland,Dick and his boss, Van France, kept up a similar frenetic pace. In fact, thecontent of these current sessions, as well as Dick's effusive style, isn't muchdifferent from what it was a quarter century earlier. At that time, he was freshout of college and full of energy. Now, despite the never-ending demands on histime as a senior executive of The Walt Disney Company, Dick still sets thestandard for enthusiasm and endurance. He is right in the middle of something heconsiders crucial to the success of EPCOT: guest service and cast membertraining.

As the video draws to a close, a staff member flicks on the room lights. Dickruns to the front of the room and continues the orientation. The grand openingis just around the corner.

To prepare for the EPCOT grand opening, a brand new orientation program wasdesigned for those who would be working at the park. To ensure the success ofEPCOT, existing cast members were transferred from the Magic Kingdom. Althoughall were experienced, Dick wanted them to fully understand their roles and theirimportance to this newest theme park, and so he conducted each and every sessionmultiple times per day for two weeks.
(Continues...)Excerpted from DISNEY U by DOUG LIPP. Copyright © 2013 by Doug Lipp. Excerpted by permission of The McGraw-Hill Companies, Inc..
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