Featured Coaching Training: Managing For Results With Lee Cockerell
In the world of business and in the game of life it's all about results, not intentions. Learn how to manage your team to achieve BIG RESULTS from the man who once managed over 40,000 employees at Walt Disney World® Resort.
Featured Coaching Excerpt - Notes & Transcript, Part 1
Lesson Nugget: The biggest part of training an employee is job role clarity and having expectations clearly defined.
Lesson Nugget: Always be looking for opportunities to further train your team.
Lesson Nugget: If your company is supposed to have certain standards, make sure your employees would "catch you" living up to that standard.
Lesson Nugget: Concentrate on the basics until you are sure they are clearly understood.
Lesson Nugget: When an employee makes a mistake, immediately correct their mistake to make sure they know how the job is supposed to be done.
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-Talk to me about why you think Disney-- why Disney is so important? Why you guys have stressed, I guess, investing in training. And maybe, as small business owner, why should I invest in training and small business management?
-Well, I think one of probably the most important part of the training at Disney is total clarity when we hire you about what our expectation is. We talk about we expect everybody to pick up trash. So if you're out there, you better be picking it up.
CLAY CLARKE: Everybody?
-Everybody. 72,000 people today picking up trash. And it's an amazing thing. It becomes contagious. Our guests actually pick it up, too.
CLAY CLARKE: Really?
-When they're at Disney, they put it in the trash can. When they're at home, they throw it on the lawn or something, but, yeah, it's an amazing thing, the pride factor. But then so the first initial hiring, the training, and then the role modeling. When they see Lee Cockerell picking up trash, I guarantee you everybody's watching what you're doing and what you're saying. They see me do it. They say, well, if he's the boss, he picks it up.
It doesn't matter who we're with. If we're walking with a reporter who's doing a story on Disney, I would stop and pick up the trash. It's amazing how they notice and they go, because they thought, well, they keep it clean, but Lee wouldn't bend over and pick it up. He's the executive vice president. So you set the standard. You set the expectation, then you train your people, and then you role model it, then you make sure that people who don't do it are accountable. If you go into an area, I go into a restaurant, I get the restaurant manager if I find stuff all over the place. I say get with your people. Let's get this refocused. Everybody ought to be [INAUDIBLE]. I don't want to come back here next week and find this ever again.
-How important is ongoing training?
-Oh, it's everything. Don't you wish you could raise your kids in one day? It's ongoing. It's ongoing.
-You're never done.
-Well, there are certain time tables when you've got to do things. When you first have a child, you don't train them too much, but [INAUDIBLE] you're training them through care. If I'm a business owner today and I've got, again, 10 employees or less, let's say, how much time a week should I devote to training my staff.
-I don't think it's so much time. It's like where can you fit it in? Like when I hire you, I could tell you just few things. I could tell you, let me tell you, when you work here, the customer is everything. You're always polite. You're always smiling. You're going to have high energy. You're going to make them feel like a million dollars when you come in here. That's number one, And that is a training thing. Emphasizing, clarity.
And then maybe I'll teach you something. You'll get your technical training, and then you're going to see me. Oh, you're going to see how I interact with the customer. You're going to see me speaking to you when you're not on the phone doing it just like you should. Next time, Clay, when you hang up, before you hang up, say to the customer we really appreciate you doing business with us. Thanks a lot. That's what we say here. And when you don't do it, I'm going to be talking to you about it.
And making sure people are clear about the basics, and you can teach them more complicated things later if you want them to do the billing, or you want them to be more understanding on how the process works. But the engagement with the customer, you want to make sure everybody gets that right the first day.
-If you catch me doing something wrong, how quickly do you tell me?
LEE COCKERELL: Immediately.
-When your kids do something wrong, do you wait for their annual review? Or do you tell them immediately?
-So let's just say I'm in a call center, and I say something crazy on the phone to a customer. If you were in the room, how quickly would you tell me.
-I'd step over there and say, listen, next time-- or I might even say put that customer on hold. I want you to go back on there and say I didn't really mean it that way, ma'am. I really appreciate you calling in today, and we'll help you.
CLAY CLARKE: Immediately.
-Immediately, because in a few hours or a week, people don't even remember what they did.
-Lee, if I'm in a restaurant, and I'm a waiter, and I do something crazy, you tell me immediately?
-Yeah, I would step over and tell you. I wouldn't do it in front of the guest. Depending on what it was, I'd just [INAUDIBLE]. Excuse me. I saw you just pour that wine, and you filled the glass way too high. Now there's not enough wine to go around for a everybody for a second glass. Please don't do that again. We told you that when we first hired. I'm not sure why you did that exactly. And they'll get it. You know, what it is, is the managers on the floor-- it's like a mother. Mothers are always training, and she doesn't just say, Clay, I'm going to train you right now. They're just giving you feedback. Giving you feedback and telling you, and the role model--
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Featured Coaching Excerpt - Notes & Transcript, Part 2
Lesson Nugget: Training isn't only for new hires; it must be ongoing. If you want to manage for results, training never stops!
Lesson Nugget: First figure out what the job position needs to be able to do, then focus on the basics!
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-I feel like that in a lot of small businesses today what's happening is there's an initial training-- like, OK, we're going to go through this and this in your training, and then we're done.
-Well, it never ends, because think about technology and the advancements. It never ends. I just learned this morning how to do a couple things on my phone, because my tech guy told me how to do it.
-And so I didn't know yesterday, but today I do know.
-Now I can look smarter even if I'm not.
-Well, let me ask you this here. For every entrepreneur out there that has very limited time, very limited money, what would you recommend that they do to begin improving the quality of their training or I guess the equality of training that each team member receives.
-Yeah, I think they've got to decide what you need first. I mean what do I need if I'm greeting guests, taking money at the cash register. What do I need? The basics... small business management.
What do I need, if I'm going to be the delivery guy. You know, it's different than the other guy. And make sure you just-- and you don't have to be elaborate. I could sit down and think, what do I want? What are 10 things I want my cashier to know?
-Greeting, farewell, how to execute what she's supposed to be doing, personal appearance, rules and regulations around taking breaks, smoking-- if you smoke, where you go. 10 things I want to train her on. And delivery boy I'm going to train you on these eight things.