Sending a clear
message
But First
A quick Exercise
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6 minutes to complete
No talking
Everything you need is in the envelope
Hand up if you complete it in the 6 minutes.
What did we just do?
Recreated standard business structure
Leadership
Middle Management
Team Members x 3
Challenges
Leadership
Had the objective but struggled to share it
effectively with the tools available.
Middle Management
Getting confusing messaging from both
sides, may have been given the objective
but found it though to share with all staff
Team Members
Asking for direction but objective was likely
not shared.
Lessons we can learn from Walt
Culture and Vision
Culture
• Opened in 1955
• Construction was supervised by Walt
himself
• Security – Initially subcontracted to a
private firm
• Brought security team in house
• Standardized customer service training
– Included how to speak to Children
– Pointing
• Key Messaging – We are ALL here to help
• Changes to uniform
Vision
Snow White
• 1934
• Disney is struggling
• Walt has a vision for the future
Walt’s Vision
http://youtu.be/Ihc4SrGNNyA?t=5m42s
Continued Struggles
• Disney’s Folly
• Remortgaged his house
• Studies that watching an animated film
was dangerous
Result
• Opened 1937
• Biggest Grossing Film in US box office
history (continues to be in the top 10 even
today)
• Cost $25* million to make - $131* million
in box office takings (has made $416*
million total)
*figures based on 2014 inflation
Lessons we can learn
• There are some common themes to both
incidents:
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Walt Identified the problem
Walt Identified what the solution would look like
Walt planned how to get there
Walt committed to change and communicated his
vision to EVERYONE involved
Another key concept
• Walt believed that Leaders are more important
then Leadership in affecting change.
• Leaders are anyone who affect change not
just those in position of leadership
• As such Leadership must ensure that the vision
for their area of responsibility contributes to the
overall vision of Division and the Corporation.
– Determine direction
– Identify the changes required
– Articulate the vision
How does this impact me?
• You may or may not be part of your Public
Health Leadership team…
• But you are ALL seen as LEADERS in
your organization
Defining ‘Vision’
 Leaders take responsibility for creating and communicating a clear
vision of the change they want to create. Helping others see the
vision is essential to success.
 A Vision is a picture of the future created in the imagination that
motivates people to action.
 When a vision is communicated effectively, it:
 Creates a shared purpose
 Inspires passion
 Sets direction
 Conveys values
Example – Niagara Region
Current State (in 2013):
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Disjointed Regional Council
Lower Tier Municipal Councils working independently
LTM’s felt the Region was often working against them
Divisions across the Niagara Region working in silos
No specific culture
Departments had different and sometimes conflicting
goals.
Example – Niagara Region
Future State:
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Unified Regional Council
Lower Tier Municipalities working in collaboration
LTM’s being supported by the work of Niagara Region
Division of the Corporation working together towards
a common goal
– Develop a unified culture
– Departments looking for ways to contribute towards
the common goal.
How do we get there?
oneteam@niagararegion.ca
https://www.youtube.com/watch?v=hG42e
544k2o
Again… What does this mean to
me?
• You can see that Walt Disney’s concepts
continue to be used in many areas of business.
• YOU as a Leader are able to make positive
changes.
• You can use the same concepts to make the
changes
How do you define YOUR
vision?
Communicating your vision
• Active Communication
– Once you have your Vision solidified you
need to consider how and who you deliver it
to
– Clearly articulate your vision to all levels
– Consider meeting with your fellow ‘Leaders’ to
get further buy-in
Putting your vision in place
• Organize and Prioritize
• Assess your needs, a great leader organizes their
operation so information is shared, decisions are
made and quality work is produced – efficiently
and effectively.
• Identify the changes that need to be made, how to
make them, assess systems and processes for
efficiency and quality.
Putting your vision in place
• Engage and Commit
– Engage your team by giving them responsibility for
performance of the business.
– When decision making power goes to the employees,
they have a greater sense of ownership, show
initiative in their work and take pride in what they
produce.
– Change doesn’t happen overnight
– Your team may get distracted and forget
– A great leader stays focused and maintains the vision
Key Takeaways
• Recognize yourself as a ‘Leader’
• Set aside time to work on your Vision,
engage your Medical Officer of Health to
develop the ‘Vision’ of the future (use the
worksheet that will be sent to you)
• Use the slides to guide your planning
• Finally… Commit to delivery and
communicate your Vision to all
Disney Institute
Disneyinstitute.com