Page 257 - Harnessing the Management Secrets of Disney in Your Company

238 The Disney Way

the Downtown School and not one school in the district has adopted its phi-
losophy. If the Business Alliance is to transform the educational system in Des
Moines, they must muster up the same type of leadership and courage that
they had 10 years ago when they initially challenged the traditional classroom
learning environment.
Certainly, in any business you need a “stable platform” to manage the
operations of the organization. But as we have learned from all of our featured
organizations, a quality leader is one who believes that the real “magic”—cre-
ating an environment of mutual respect and trust—transcends policies and
procedures. These exceptional leaders are more than administrators—they are
communicators of the highest order who can bring the organization’s vision
to life; listen to the needs, desires, and dreams of their customers; and lead by
example. Yes, Jan Drees is a “one of a kind,” but if the Downtown School is
going to survive and serve as the template for the Des Moines School District
at large, an exceptional, unique,and passionate leader must once again step
up to plate.
We asked Renee Harmon if the Downtown School learning environ-
ment is right for all children. She responded, “I have yet to meet a student
it hasn’t been right for.” However, it is important to remember that Jan
and her team took the best-of-the-best and created their own unique learn-
ing environment. Those who dare to follow the example of the Downtown
School must be fearless innovators, not imitators! Those who choose this
course will work harder than they ever knew they could. There is no instant
pudding, but the results will be evident in all the Nathans of the world.

Ernst & Young

Dream

Most of our featured organizations started their enterprises with a dream: George
“I guarantee it” Zimmer of Men’s Wearhouse, Jan Drees of Downtown School,
John DiJulius of John Robert’s Spa, Isadore Sharp of Four Seasons Hotels &
Resorts, and David Overton of The Cheesecake Factory. Only Ernst & Young
and Griffin Hospital had well-established cultures before a new leader with a
new dream decided that change was in order. Griffin Hospital didn’t have an
option; it was either change or die.
In the year 2000, Ernst & Young was a well-established, successful global
organization with roughly $10 billion in revenues and nearly 90,000 employees.
It would be several years before the Enron scandal would be blamed for the