Page 136 - Harnessing the Management Secrets of Disney in Your Company

Share the Spotlight 117

year, the new manager’s unorthodox reliance on a partnering approach with
customers began to pay off as the operation returned to profitability.
It almost goes without saying that when people from varying backgrounds
and endeavors are involved, some glitches are bound to develop along the way.
But if all participants are prepared at the outset for this eventuality, with a little
give and take, most such difficulties can be smoothed out. The key to effective
working alliances is sustained communication among all the participants and a
genuine understanding of the purpose of the association. The overriding value
of the partnership must not be tarnished by minor problems.
With that in mind, we urge you to identify your key suppliers and part-
ners and then make an honest effort to spend time with them so that you
can begin to understand one another’s needs. Organize dream-type retreats
where you can identify customer problems and customer dreams. Build long-
term relationships in which you share the spotlight with “costars.”
Our work with numerous companies large and small has made abun-
dantly clear the power that is generated when two or more organizations
direct their creative energies to solving shared problems. Mastering the art
of partnering can give your organization the confidence to wholeheartedly
embrace the third principle in the Disney quartet: Dare!
In the next chapter, we will look at what it means to take calculated risks
and how an organization can thrive on the opportunities that arise when one
is willing to accept challenge.

Questions to Ask

■ Do you trust the judgment of your employees and treat them as
partners?
■ Does your organization have true alliances with suppliers?
■ Do you routinely meet with your suppliers to involve them in strate-
gic planning?
■ Do you believe that the best ideas often come from those outside your
own organization?

Actions to Take

■ Gain feedback from employees on a regular basis by asking the following
questions: (1) How are we doing as a company in developing partner-
ships with employees? (2) Do we invite your input and creativity on
problems and solutions on organizational issues? (3) How are we doing