Award Winners Thrive On Best Business Practices

LAS VEGAS, Nev. — The annual LCT Operator of the Year Awards underscore anew each year how winning operators rely on specific strategies and practices to run excellent companies.

In the spirit of inspiring other operators, we highlight the winners along with a small sample of best practices from each winning company culled from their awards applications.

Finalists in each category were scored in six areas of operations by six individual judges for a maximum of 60 points. Highest scorers won.

As usual, winners included a mix of first-time applicants and persistent, repeat finalists. Winners received their awards from LCT Publisher Sara Eastwood-Richardson and Bobit Business Media CEO Ty Bobit.

Motorcoach Category: Wynne Transportation, Dallas, Joan Wynne and Bedford Wynne Jr.

• Since 2008, the company has flipped from 70% sedans and black vehicles versus 30% buses, to 70% motocoaches and buses versus 30% sedans and black vehicles now.
• Emphasizes preventative maintenance. The Wynne headquarters and facility has a maintenance garage and raised repair platform that can handle motorcoaches.
• Wynne bought its second entertainment coach on Dec. 11, 2015, a 2009 Prevost Le Mirage XL II. It has launched a segment devoted to road shows and tours for sports teams, bands, performers and entertainment industry clients. The sleeper coach has nine bunk beds, along with living room-style seating, a kitchen, dining area and bathroom.

LCT related article: Wynne Transportation Moves Ahead With Motorcoaches

Global/International Category: Reliance Worldwide Logistics Solutions, London, U.K., Reza Choudhury

• All chauffeurs have undergone an enhanced Criminal Records Bureau (CRB) check as part of the licensing requirements from the Hackney Carriage Licence Authority in the United Kingdom. Criminal records are checked across all police forces in the U.K. In addition, certain serious crime details are shared by Interpol covering European Union Countries.
• Topographical test: Chauffeurs must identify hotels, airports, key destinations on a map rather than relying on a satellite navigation system. They are also asked to list the routes they would take to get to regular destinations and routes they would take if some of the main roads were busy. Chauffeurs must demonstrate an excellent knowledge of the main airports, motorways, cities and how to get there.
• Staff members randomly check chauffeurs at the airports and other locations to ensure name boards, attire, and service are maintained at all times.

1-10 Vehicles Category: Showcase Limousine, Boise, Idaho, Christine Bennett & Nathan Bennett

• Chauffeurs are background checked, social media checked, and drug checked before hiring.
• A secret ride program enlists passengers with a discounted rate who in return fill out a sheet that states all aspects of their experience.
• A hot pink Dodge Challenger stretch allows Showcase to give back to its community by transporting cancer patients undergoing chemo treatments. The limousine has been featured on TV and in newspapers giving cancer patients rides to and from their appointments. The stretch is also used for cancer survivor celebrations.

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11-30 Vehicles Category: Camryn Executive Transportation & Limousine, Charlottesville, Va., William Kerr and John Hunt

• Reservationists listen to the recorded phones calls of their interactions and undergo self-critique as well as peer-review.
• A lead chauffeur trains all the other chauffeurs in all aspects of customer service and safety.
• All customers receive an email after each run — first thanking them, and second requesting feedback and suggestions for how we can improve.
• Focuses extensively on SEO and Google positioning.
• Exclusive displays of marketing collateral in all hotel and inn lobbies.
• High-end dedicated art gallery at its depot.

31-50 Vehicles Category: A1A Airport and Limousine Service, Boca Raton, Fla., Rick Versace and Peggy Versace

• 200% satisfaction guarantee on each reservation. If a customer is unhappy with an experience for any reason, the company will refund the ride and credit the next one. 
• Weekly meetings with customer service representative teams to review best practices, review any issues from the prior week, and correct them in the future, as well as exchange ideas on how to improve customer service.
• All fleet vehicles are equipped with safety cameras programmed to record and report any unsafe driving incidents according to company rules. Managers can review any incidents and near incidents to address any issues before they become problems. By reviewing these videos daily, and adding safety scores to each incident, the company scores each of its chauffeurs and vehicles.
• Adopted mobile booking technology: Clients can reserve vehicles on their smartphones via the A1A Limo app quickly and easily. A few simple taps on their app and they are able to make a new reservation, as well as review past or future trips they may have.
• A1A Limo has engaged in a partnership with ESPN and ESPN Radio promoting our A1A Limo value statement over the airwaves five times a day for the past eight years.

51+ Vehicles Category: Windy City Limousine, Chicago, George Jacobs

• Windy City retains a $1.5 million liability policy for all of its sedans, SUVs and limousines. The minimum required for the state of Illinois is $350,000. It also maintains $10 million in liability insurance for its buses, double the state minimum required. 
• All fleet vehicles are equipped with seatbelts and are inspected daily in the pre- and post-trip inspection process.
• Windy City will fund any class or seminar that a manager demonstrates will improve their performance or skill sets or any employee identified as a candidate. 
• Promotional partnerships with the biggest names in Chicago, such as the Chicago Cubs, White Sox, Bulls, Bears, and Blackhawks, The Steve Harvey Show, Northwestern University, and University of Chicago.

Keywords

Bedford Wynne   British limousine companies   Chicago operators   Florida operators   George Jacobs   Global operators   honors and awards   Idaho operators   ILCT 2016   Illinois operators   Joan Wynne   operator achievements   Operator of the Year Awards   Reza Choudhury   Rick Versace   United Kingdom   Virginia operators   Wynne Transportation   

 

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Lincoln Team Previews Elegant New Continental Sedan

LAS VEGAS, Nev. — The 2017 Lincoln Continental embodies new approaches in auto manufacturing and chauffeured amenities, while advancing an all-American luxury sedan legacy.

A team from Lincoln Motor Company detailed those attributes on March 1 for attendees of the International LCT Show in a session previewing the retro yet futuristic model. Lincoln officially introduced the fourth-generation Continental to the industry in the February issue of LCT Magazine in advance of the show floor debut Feb. 29.

“The Continental has a long rich history,” said Eric Turner, brand manager for the Lincoln Continental. “There was a time when Frank Lloyd Wright described the Continental as the ‘most beautiful car ever designed.’”

Legacy & Legroom
As part of the vehicle’s development, the Lincoln team consulted with livery, retail and fleet customers to find out what they collectively look for in a large sedan. One common preference was for elegance in design, which led to the signature grille and distinct side surfacing. They also wanted a car that looked athletic, so the final design included larger wheels and a 3.7-liter Ti-VCT, V6 engine with 6-speed automatic in FWD and AWD versions.

“The spirit of the Continental is what we thought about every single day, to harness that legacy and develop a product that honors that legacy,” Turner said. “We expect a long, rich future with this beautiful product.”

Exact specs on rear seat legroom, cargo space, wheelbase length, and fuel are not yet publicly available. However, since the print version of this article was prepared in the May issue, Lincoln has released pricing information.

“My overall feeling is you’ll be happy with legroom,” said Craig Hall, Lincoln’s limousine and livery fleet program marketing manager. “It’s better than anything we offer on the fleet. There’s a lot more than the MKS, but a little less than the old Town Car. I’m six feet tall, and when the front seat is [positioned] normally, there is a considerable gap. A tall person can get in and be comfortable.”

Models & Manufacturing
Hall explained Lincoln had to cancel the larger Town Car L in 2011 because of federal requirements for average fuel economy for corporate fleets.

“We have to make do with smaller, lighter vehicles, with smaller displacement engines,” Hall said. “We had to downsize our cars, so we went from body on frame [construction] to unibody, which is lighter.”

As Hall explained, “Every time we invest in a new wheelbase, we have to invest in new crash tests. We wanted to have more rear seat legroom, but also offer a wheelbase the retail client is interested in as well.”

Because the Lincoln Continental is not on sale yet, the automaker still must devise a rebate program, to be released this fall. Production Job 1 starts in July, with the first Continentals shipped to dealerships in August.

The Lincoln-Continental will be built on one wheelbase only, and not be available for cutting and stretching under Ford’s high-quality QVM certification program, said Jeffrey Metz, QVM program coordinator. The MKT Town Car chassis will remain available for QVM stretch and hearse models at least through MY 2019, he added.

“We will still continue with the MKT Town Car and stretch,” Hall said. “It’s not going away. We have a nice set of customers who prefer the MKT because of various attributes such as a larger trunk.”

The Continental will come with Ford’s extended warranty of 4 years/150,000 miles and a livery warranty similar to other fleet vehicles. It will include premium care for 113 components. Fuel economy estimates will be available in the second half of the year, pending EPA certification.

Ford still needs to determine the exact number of retail and livery versions to be built, but Hall predicted the automaker will find the right balance and fill demand long term, even if the first release is limited in number. “This is a slam dunk; the car will sell well.”

Keywords

lincoln   Lincoln Limousine & Livery Vehicles   Lincoln Motor Company   Lincoln-Continental   new sedans   new vehicles   

 

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How To Provide Customers With A Rave-Worthy Experience

How was the service you received?” This is a question you should be asking everyone who rides in your vehicles. While it can yield wonderful and scary responses, it is vital to the continued success of your business.

“If we don’t ask, how are we going to know? How are we going to fix it?” said 2016 International LCT Show speaker Mary Ann Sena-Edelen.

With 22 years of experience in 10 different positions within the hospitality industry, Sena-Edelen, vice president of diversity and inclusion for MGM Resorts, knows a thing or two about keeping customers happy. After taking a selfie with the eagerly awaiting audience, she delivered important truths in a humorous and relatable way.

What Not To Do

Sena-Edelen started off by reading a letter an angry customer had sent to a transportation company about their recent limousine experience. The woman who wrote this letter, Patricia Jones (name changed to protect identity), arrived at baggage claim to a sea of “men in black” holding signs with various names on them. She walked up to one of the chauffeurs whose sign read “Pat Cones.”

“Are you here for me?” she asked. “I don’t think so,” he replied. Resigned to the fact her chauffeur had yet to arrive, Patricia grabbed her own luggage. After 20 minutes, she approached the man again.

“You’re Pat?” he asked. “I’m Patricia,” she replied. “Well, I guess you’re it. I thought you were a man!” Naturally, this is a horrific response to the situation. Sena-Edelen paused and looked at the audience. “Are you scared to death this might be your guy?”

Craig the chauffer and Patricia had made it all the way to the limo before he said another word to her. As she began to reach for the door, he snapped, “I’ll get that.” When she had finally settled into her seat, she politely asked if she could take one of the water bottles sitting in the cup holders. “Sure, that’s what they are there for,” said Mr. Smart Aleck.

Talk about a disaster. This chauffeur should have at least known the passenger’s gender, and didn’t even bother to ask why she was in Las Vegas or if she was celebrating a special occasion. A slap on the wrist would not be enough of a punishment considering this one experience could cost you hundreds, if not thousands, of potential customers.

Social Media Meltdown

“Everyone’s a critic” takes on even more meaning in today’s world of social media. You should automatically assume every person who gets into one of your vehicles will be ready to Snapchat, tweet, Instagram, Yelp, or Facebook every moment of their trip with your chauffer. “If it’s an awesome experience, they will tell their friends. If it’s horrible, they will tell every single person they can get their hands on,” Sena-Edelen said.

This is why you need to be the embodiment of exemplary customer service. This should be old news to someone who has experience working in the ground transportation industry. The real question is, does every member of your staff understand how important it is to promote world class service?

Sena-Edelen gave a perfect example: As she was walking through the halls of the convention center, she made sure she paid attention to who smiled and made eye contact with her. About half of the attendees did. “If we are not the examples of what it means to deliver guest service, how can we expect that from our staff?”

Experience Economy

The main thing to remember is your customers are paying for the experience they want. There is a difference between what they are willing to pay for, and the experience they receive. The plain and simple truth is it’s just a ride. Customers have many different options at their fingertips: a chauffeured vehicle, a rental car, a taxi, or even (gasp!) a transportation network company (TNC). You have to stop and think: Why do customers pay for my service? The answer: Because that is the experience they want and expect.

“If I’m hiring a limo, I expect a driver. I expect someone who is kind and courteous, who wants me to be there and is waiting for me. I expect someone who has all the time in the world to wait for me and makes me feel special and important, otherwise I would have just taken a cab!” Sena-Edelen explained.

One example she provided to prove her point was birthday cakes. In the 1960s and 70s, mothers often made their children homemade cakes from scratch. Beginning in the 80s, they would instead run to the store and buy cake mix to save themselves some extra work. By the 90s, it became increasingly difficult to find time to bake a cake. Instead, they would buy cakes from the bakery at the local grocery store. When the new Millennium hit, cupcake parties became the new trend and moms started renting out places for $200 to $300 just so they wouldn’t have to clean up the mess afterwards. And don’t even get Sena-Edelen started on Chuck E. Cheese’s. “Is it even about the cake anymore? NO! It’s about the experience!”

On a Scale of 1-10…

If you aren’t surveying your customers after their trips, you better start now. MGM Resorts use a program called the Guest Experience Monitor (GEM) to track their guests’ observations and concerns.

“The minute someone checks out, we send them an email survey and ask them questions like, ‘How was your stay?’ ‘Rate our service from one to 10,’ and also include free form places to leave comments,” Sena-Edelen said.

In addition, the company requests guests post about their experiences on Yelp. Yes, this can be nerve wracking. But as Sena-Edelen said, “If we don’t ask them, how can we deliver better service? If we don’t, we’ll never know.” Word of mouth is arguably the most effective advertisement your company can receive, and best of all, it’s free.

How do you retain customers, and get them to come back if you’ve messed up? The answer is simple: Ask them what they want and give it to them. It’s essential everyone you hire understands they’re in the service experience business. You must recognize your chauffeurs when they do an outstanding job, remind them there’s always room for improvement, coach them if they need a behavioral change, and hold them accountable when they do something wrong. Remind them that it’s more than their tip — it’s the reputation of your business. 

Standards vs. Expectations

Service Standards	Guest Expectations
Exceptional customer service	Exceptional customer service
Attention to details	“Give me attention!”
Hiring experienced and professional staff	Professional, groomed, friendly, charming chauffeur
Efficient reservation process	Perfectly executed reservation
Exceptional vehicle maintenance	Smoking cool limo with all the bells and whistles
Timely service that exceeds expectations	Be on time, and be willing to wait if I am not on time

Keywords

chauffeur behavior   chauffeur training   customer service   ILCT 2016   industry education   International LCT Show   keynote speakers   Social Media   

 

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Unlicensed Party Buses Gather At Denver Concert Venue

DENVER — Using the Colorado Public Utilities Commission’s data, a FOX31 Denver Problem Solvers investigation discovered at least 65% of registered charter bus and limousine companies are not legally authorized to operate.

And unscientific, in-the-field research indicates the percentage of outlaw party buses could be even higher.

KDVR-TV Fox 31 Denver article and video here

Red Rocks Amphitheater is a rock structure near Morrison, Col., 10 miles west of Denver, where concerts are given in the open-air amphitheatre.

Keywords

Colorado operators   Denver   illegal operators   law enforcement   party buses   regulatory enforcement   

 

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How To Handle Industry Disruption

LAS VEGAS, Nev. — Entrepreneur and CEO of ChangeLabs Peter Sheahan, the opening keynote speaker, presented a powerful idea on the concept of change and what it’s doing to the ground transportation industry. But instead of spending time just talking about how the industry has been altered by technology, TNCs, and other disrupting forces, he wanted the audience to consider something else: What are operators going to do about the industry changing?

Sheahan offered three choices: You can lie in the corner and suck your thumb, and hope it all just goes away. Or you can take the passive aggressive path, in which you nod at all the right times, but then do nothing about the situation. Third, you can accept the world is changing and the need to do something about it.

“I don’t think we should spend any more time in this industry talking about ‘the change,’” Sheahan said. “We know it’s there, we’re feeling it, and we see the new technology and competitive threats. I think we need to change the conversation from what is changing, to what do you about what is changing.”

The Right Response

Sheahan asked: Is it possible to respond to change and do more damage than good through your response? The answer is a resounding “yes.” By overreacting, you destroy value instead of creating it. The ground transportation industry is not the only one being disrupted, and therefore has the ability to study the approaches that helped other successful companies stay afloat.

Sheahan drew a humorous diagram to help explain the situation. Companies start off in “happy land” — that is, a period in which they do well and get too comfortable. This is disrupted when new money makes it into the industry, and new technology allows people better access to the service they desire.

“The mechanisms by which you compete then scatter. Customers who used to be all about relationship are now asking what you’ve done for them lately, and the dynamics start to change,” he explained. To compete, a company can take three different approaches to doing business.

There’s the “niche” approach, which is more narrow and focused in terms of design and user experience; “Volume,” a price based model; or “integrated services,” in which you realize margins are getting squeezed, but if you can sell more product to the same customer, your gross margin will ultimately be the same. So which path is the right one?

5 Strategies For Turning Challenge Into Opportunity

1. Move towards the disruption
2. Create more value
3. Question assumptions
4. Take intelligent risks
5. Collaborate

The Road Not Taken

Here’s the trick answer: “The one mistake companies make in the face of disruption is not that they choose the wrong model, but that they don’t make any choice at all,” Sheahan said. You have to make a decision, or you will end up stuck in the middle where you are neither the cheapest nor the most extraordinary provider, nor will you have the ability to sell additional services to make up for where you are losing on either side.

 If you stay in “happy land” too long, he said, it quickly evolves into the land of the boiling frog. To simplify the metaphor, if you put a frog into a pot of water already boiling, it will immediately hop out. However, if you put it into that same pot when the water is cool and then slowly bring up the temperature, it won’t notice until it’s too late. The moral of the story is disruption doesn’t hurt quickly enough to force people to change early enough.

As operators in the ground transportation industry, you are competing more on value than on price. Excellent service and experience are what your customers expect. Sheahan suggests you ask yourself: “Where are the opportunities, and how do you have to act in order to make sure you are creating more value rather than having to win solely on price?”

Questions To Ponder

1. What opportunities does disruption present you?
2. Where is the greatest complexity now?
3. What are the most “emotion-generating/engaging” service attributes you can offer that a TNC could never satisfy?

Change Your Game Plan

Sheahan provided multiple examples of how other companies have moved toward their disruptors and learned from their competitors. One of these was Angela Ahrendts, former CEO of Burberry. When she was asked, “Who’s your number one competitor?” she didn’t say Coach, Gucci, or Louis Vuitton, but Burberry’s own online store. Why? Because customers could purchase products for 25% less online than in the physical store.

 Ahrendts said “the experience of buying from [Burberry] needs to be worth at least 25% of the underlying value of the product.” After implementing new technology in the store, such as tablets and digital screens that suggested other items based on the customer’s personal tastes, Ahrendts was able to augment the experience of buying in-store to help streamline customer service.

It’s all about creating the perception of value. Whether consumers know it or not, value is constructed based on their belief systems. Sheahan illustrated this point with the example of a group of sommeliers who were part of a wine tasting experiment. They stood in an MRI machine while sipping their beverage, and it turned out the higher the perceived price of the product, the more the pleasure center of the brain lit up. Price became a driver of perceived value in the mind of the consumer.

After they got rid of the price and tested based on the region the wine came from, it had the same effect. Finally, when the people running the experiment had them blind taste and then order the bottles from best to worst, the sommeliers set them up in the exact opposite order they had ranked them when they were aware of the price and region.

Value, therefore, is not solely based on personal opinion, but is biochemical as well. As a provider of a service, you have to seek out what really matters to your client. Anyone can open a car door or carry on a pleasant conversation with a passenger. In today’s world, the things people care about are duty of care, safety, and transparency. Question TNC users and figure out how you can beat them at their own game. Instead of complaining about them, work together with your fellow operators and ensure your passengers are getting what they need from you.

Speaker Bio

Sheahan has worked with leaders from companies such as Apple, Microsoft, Hyundai, IBM, Pfizer, Wells Fargo, and Cardinal Health. He is the author of seven books, including Fl!p, Generation Y, Making it Happen, and the soon to be released, Matter.

He has given 2,500 presentations to more than 500,000 people in 20 different countries, and he has been named one of the 25 Most Influential Speakers in the World by the National Speakers Association, and is the youngest person ever to be inducted into their industry Hall of Fame. He can be reached through his website, http://ift.tt/1RjN6ED.

Source: Karrikins Group

Keywords

business management   customer service   how to   ILCT 2016   industry education   industry trends   keynote speakers   leadership   mobile technology   staying competitive   

 

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How To Create A Culture Of Teamwork And Trust

A Japanese proverb says, “Even monkeys fall from trees.” You’ve probably heard the American equivalent, “We all make mistakes.” Losses occur and bad decisions are made — nobody is perfect.

 Instead of dwelling on these slip-ups, however, we need to spend more time thinking about how we will recover and learn from them. Doug Lipp, former head of the employee training team at Disney, gave an inspiring keynote address with plenty of insightful advice.

“Every example of success or failure I share with you today can be had by any organization of any size, whether it’s two or 20,000 people,” he said. “When you’ve fallen from your metaphorical tree, are you busy blaming the branch or are you taking ownership for things you can improve upon?” 

Never Settle

Walt Disney never settled for anything less than the best. Even then, there was always room for improvement. Lipp told the story of how the famous attraction “Great Moments with Mr. Lincoln” was a failure at the start.

Originally designed to be shown off at the 1964 World’s Fair in New York City, the animatronic Lincoln was supposed to begin his speech sitting down, and then stand midway through. When the design team told Disney it was “good enough” for him to remain seated, he replied, “Good enough is not good enough. The best is never the best.” He cancelled the appearance until the team could get it to work properly.

No matter what type of company you are running, this philosophy should be the foundation of all you do. The constant pursuit of perfection and a willingness to take risks are traits that will inspire you and your employees to be engaged in the same manner. Nobody wants to work for, or with, a dysfunctional organization. By spreading a clear organizational culture, you’ll work smoothly and efficiently.

What Comes First?

As a company, what are your priorities? Do you make it simple for customers to use your service and for employees to understand the type of service you want to provide? As Lipp puts it, “It’s not about the cost of the ticket, it’s about the experience.”

Let’s face it: chauffeured vehicle service isn’t cheap. Much like tickets to Disneyland, people often save up to be able to use ground transportation services to attend events like prom, bachelor/bachelorette parties, and weddings. To compete successfully, you have to think about what sets you apart from other businesses that provide the same services.

The Disney Company’s four keys to success are safety, courtesy, show, and capacity. They have their priorities lined up in order of importance. As a transportation company, if you provide safe service, courteous chauffeurs, and smiling employees, then capacity in the form of loyal customers will soon follow.

All Business Is Show Business

“How expensive is a smile?” This is a question Disney once posed to a group of tired, bored teenagers operating the Jungle Cruise ride. As an employer, Disney did everything he could to make sure his employees reflected the magic that was such a large part of the theme park. The more engaged your employees, the more it will show to potential customers. You have to stand out from the thousands of other limousine providers out there, and there are ways to do so that cost nothing, regardless of staff size or budget.

Lipp provided another metaphor that works with any business: “Good show onstage, bad show offstage.” In other words, if you or an employee is having a bad day, it’s fine to express it “behind the scenes.” But when it’s show time, you have to be ready to walk out and greet a customer with your biggest, brightest smile and a pleasant attitude. What if, for example, children came up to a woman dressed as Snow White and she snapped at them? Bad show onstage can make customers never want to use your services again.

You will have days where things don’t go according to the script. Believe it or not, there are times when this has happened at Disney theme parks. Yet they have reached their 60th anniversary. This “diamond” celebration is fitting — for what makes a diamond? “Time, heat and pressure,” as Lipp correctly observed. As a company, they have learned to adapt when problems occur and remain calm. By giving a child a free second bag of popcorn if they drop theirs or another balloon if they let go by accident, they create happy customers who will likely rave about the service rather than the rides when they get home.

7 Steps For Leadership And Service Magic

1. Simplify the complex – embrace safety, courtesy, show, and capacity (efficiency)
2. Plus the show – it’s the little things that will set you apart
3. Good show, bad show – know the difference between the two and act accordingly
4. Popcorn empowerment – empower employees to become problem solvers
5. Walk the park – if Disney did it, so can you!
6. Dreamers and doers – have a balanced team and a succession plan
7. Change or perish – step out of your comfort zone and try something new

Walk the Talk

Being “the boss” does not excuse you from being part of your company’s culture. Disney spoke with his employees and got to know them on a personal level. He also walked the park to pick up trash. No task was ever “below him” just because of who he was within the company hierarchy. You must create an atmosphere of engagement and trust.

Core values and a powerful mission statement can create a bond of commonality among chauffeurs, dispatchers, and mechanics. “You have to capture their heads and their hearts,” Lipp said. Allow your employees to be themselves and ask them what you can do to be a better leader.

Lipp concluded his speech with an important word of caution: Companies only succeed when they have a solid balance between dreamers and doers. Who in your business is the risk-taker visionary? In contrast, who is the logical implementer? In case of an emergency, who is being groomed to fill both sets of shoes? You must think ahead and, like Disney, have “one foot in the past and one foot in the future.”

Most importantly, who serves as your Jiminy Cricket? We all need mentors who guide us down the proper path and tell us the truth when it’s hard to hear. They should also challenge us to take risks when appropriate and help us understand change is good and necessary. In the words of Lipp’s own mentor, Van France, “Budgets may be tight, but creativity is always free.”

Keywords

company culture   customer service   Disney Institute   how to   ILCT 2016   industry education   keynote speakers   

 

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