I recently read an internet-posted news article entitled, “Disney Offers Customer Service Training.” The article written by Adrian Sainz talked about Miami International Airport employees taking customer service training from the Disney Institute, a division of Walt Disney Company set up to teach its principles and practices to other companies. Here’s where we’ll pick up the story . . .
“Now the Institute has taken another client: Miami International Airport, which many travelers will tell you needs customer service training like an airplane needs wings. Surveys rank its service among the nation’s worst. The airport’s terminal operations employees are taking classes taught by Institute instructors, learning leadership practices, team building, staff relations and communication skills – many formulated by Walt Disney himself.
“Part of Disney’s lure is the feelings generated by its films and theme parks – magic and wonderment for children, escapism for adults. Disney takes great pride in ensuring a fun time and repeat business, mainly by emphasizing customer service and attention to detail while trying not to appear too sterile or robotic.
“Miami International Airport is a gateway to and from the Caribbean and Latin America. About 32.5 million passengers passed through the airport in 2006, including more than 14 million international passengers. But among 18 U.S. airports with 30 million or more passengers per year, only three airports performed worse in J.D. Power and Associates’ 2007 North America Airport Satisfaction Study. Miami received below average scores in accessibility, check-in, security check, baggage claim and overall satisfaction; average scores in terminal facilities and food and beverage; and above average in retail services.
“Early in the training, a handful of Miami airport managers visited the Magic Kingdom, where they were shown examples on how paying attention to detail and removing barriers were integral in making guests happy and keeping them informed.”
The article went on discussing various techniques used by Disney to enhance customer service. While I found the article somewhat interesting, it was the three reader comments posted below the article that caught my attention. Here they are:
- “I worked for a medical practice in Georgia that sends a few of their employees to Disney for training each year. Our patients (guests) really responded well to our new customer service guidelines. However, management really needed to attend the training as well as the regular employee. They became complacent in their ‘ivory tower’ and expected all of us to treat the patients well (and of course we did); however, management needed to extend the same courtesy and good manners to their employees. In the past 3 months the company has had record turnover and still harbors a large disgruntled employee pool. No idle words . . . ‘Treat others the way you would want to be treated.’”
- “When we returned, all 1st level management (the ones dealing with the customers) were asked to implement the Disney experience to our daily activities. To this day we have weekly meetings with our senior management to report how our teams are embracing the changes. Unfortunately many of the associates treat it as ‘the flavor of the month’ program to improve customer satisfaction. We are still trying to make a culture change with our staff. The most unfortunate part of the Disney experience was that although our senior management went along the trip I am yet to witness the impact it had on them when dealing with us 1st level managers.”
- “I agree with the posters (above) who feel that senior management should lead by example and treat their subordinates with dignity and respect. It just seems like common sense, that when employees are happy and feel well treated, this will filter down to the way they treat the customers. Everyone in an organization deserves to be treated well and this makes for optimum performance.”
Three of the four postings by readers made the same point about management. This would seem to suggest the obvious: that without the active involvement and example of leadership (and service-based leadership at that), improvements in customer service will not happen.
Thanks and have a great day!
Ed Rehkopf
This weekly blog comments on and discusses the club industry and its challenges. From time to time, we will feature guest bloggers — those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking club managers throughout the country and around the world.
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Defense and offense are words of opposite meaning, yet often linked together. Their obvious meaning is demonstrated on the football field. One team attacks an area defended by another, trying to reach the goal. The purpose of the defense is to stop the attack, to defend their territory, to protect the goal. Though these terms have most often been applied to armies at war, they can also be used to describe less physical competitions such as a game of chess. What characterizes each of these examples is a conflict or competition.
While the instructor provided ample handouts to explain and illustrate the Ritz-Carlton way, I took over fifteen pages of notes. I shall try to summarize the main elements of how they consistently provide such high level service.
First, Ritz-Carlton has a well-defined corporate 
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1. 
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