Execution

Revisiting the execution principles, one thing I need to grasp is:
"yes, we are doing these things and we commit to these things, what things must we NOT do so that we can appropriately focus our energies?"

In projects that was about defining scope.  Similar in promotions, what is key is to define what has stopped and what has started in our promotions.

However, it does lead to a conflict.  From the Disney Institute talk the other day about using creativity and innovation to drive continuous improvement and productivity, one thing the speaker asked us as an exercise to do is to go to our staff and ask "what are you saying no to?".  The easier it is for front line staff to say yes, the easier it is for our front line staff to deliver excellent service.

So if I have to say "no" to an existing promotion, even though there are guests that really like the promotion, am I better off to allow that "yes" to occur?  The balance here is between executional / operational focus and guest flexibility.

I will do that exercise with my staff this week and see what I obstacles we put up for ourselves.