Show Daily - Tue, Nov. 15

Open and Honest

Great leaders say the key to success is surrounding themselves with great people
By Jeremy Schoolfield

It’s quite telling that when a group of executives are asked to talk about their own leadership styles, all they really want to talk about is their employees.

Such was the case Tuesday afternoon during “CEO Speak,” a panel discussion that brought together leaders from some of the top companies in the attractions industry. Hearing them talk about their employees with such respect and pride, it’s easy to see how these executives reached their positions and why their companies are successful.

“You have to surround yourself with great people,” said Kim Schaefer, CEO of Great Wolf Resorts. It also helps employees, she said, if you define expectations for them by defining your own vision. “Do you know the three or four things that define your company?”

Herschend Family Entertainment started a foundation for employees, by employees. Through it employees give money out of their own checks that is then matched by the company; in turn, this money is used to help other employees in time of financial need or other hardships.

“My parents taught me to love at home, and Pete and Jack [Herschend] taught me how to love in a work environment,” said Herschend CEO Joel Manby. He also said how you treat your employees translates directly to how those employees treat your guests. And, he added, don’t think your guests don’t notice a happy, satisfied, fulfilled employee.

This is something Manby said he didn’t learn until coming to Herschend. For 20 years in the automobile industry, Manby led “autocratically,” believing he knew best and dictating that to employees based on his long experience. When he came to Herschend, however, he was a fish completely out of water and had to reach out to his employees for help. This, he said, helped open his eyes to a whole new way of encouraging employees to be an active part of decision making.

Jim Reid-Anderson, CEO of Six Flags, has helped two different companies recover from bankruptcy (including his current one). He said in difficult times “if you communicate openly and honestly with people, you are much more likely to succeed.” Bring employees with you, he stressed, encouraging their creativity and problem-solving skills.

Reid-Anderson regularly sends e-mails to his employees (that he writes himself—critical detail, there) that provide both positive and negative news so everyone is on the same page. “It’s amazing the reaction you get—people love to know what’s going on in the company,” he said.

John Lawn, vice president of operations for Hershey Entertainment & Resorts, said he’s strived to turn “accountability” from a negative word into a positive one by regularly recognizing employees who go above and beyond their job descriptions—like, for instance, a street sweeper who stops to make eye contact with a guest and give a friendly welcome.

“People understand what vision and success look like, and then they model those behaviors,” Lawn said.