Page 77 - Harnessing the Management Secrets of Disney in Your Company

58 The Disney Way

most is personalized, round-the clock service. He was determined to grow his
business through delivering fabulous personalized service and distinguishing
Four Seasons from the competition. But how does one go about becoming
the best service provider in the hotel industry? Rather than just talk about
giving good service, would it be possible to differentiate ourselves from the
competition by simply treating the customer as a true guest? Could service
really be a competitive advantage? Could a workforce become so dedicated
and loyal that they would become our greatest asset? Could we create a cul-
ture and work environment that would allow our people to develop to their
maximum potential?
These were some of the questions Isadore mulled over in the late
1970s before his company became the international icon it is today. He
set out by testing the strategy of having a dedicated workforce live by The
Golden Rule of “treating others as we would wish to be treated.” Ever the
consummate, unassuming gentleman, Isadore told us, “There was no list
of rules. It was just that we trust you to use your common sense, and we
trust you in terms of how you do your job. I think that if people know
you are trusting them, they will rise to levels beyond their own expecta-
tions of themselves.” 16
The night before our first meeting with Isadore in 2001, we arrived
at the flagship location, Four Seasons Toronto, and asked a bellman what
was so special about the Four Seasons. To the best of our knowledge, this
22-year veteran employee had no idea who we were, and without hesita-
tion, he recited the company’s heartfelt credo, The Golden Rule. The next
day when we shared with Isadore the story of the bellman encounter, he
was not the least bit surprised. We think he would have been very sur-
prised had the bellman failed to recite The Golden Rule.
Selling The Golden Rule as an acceptable and appropriate business
strategy to his senior management team was no easy feat for Isadore.
When he made the presentation at a formal board meeting, they nearly
laughed him out of the room. They asked, “Are you joking? This is like
motherhood and apple pie, and you’re going to put this out as a business
strategy?” Isadore replied, “Maybe you’re right, but you know what? We
are going to do it.” Before he announced The Golden Rule mandate,
Isadore had discussed the idea with his team members and listened to their
reactions. What he discovered was that they believed in The Golden Rule
but didn’t feel particularly comfortable talking about it openly. Isadore
encouraged and challenged each and every one of them to consider what