All employees of Tokyo Disneyland have a common work benchmark, namely "S C S E" basic code of conduct. The seemingly insignificant four words actually contain extremely rich connotations and values. At the same time, it is precisely because of its conciseness that it ensures the effective implementation of this basic code of action in all employees to the maximum extent. ?
There is no doubt that Tokyo Disneyland has a large number of working codes. However, no matter how detailed the manual is, it is only the most basic operating procedure of the amusement park, and it is impossible to standardize every link of daily operation in every detail. In the face of unexpected accidents and trivial problems, it is very important for park staff to judge and deal with them promptly and accurately.
Whether we can effectively deal with all kinds of problems in front of us in the first time will directly affect tourists' evaluation of the service level of amusement parks. To this end, the values of "S C S E" are carried out unreservedly in every employee's daily work, and become the basic value criterion that they must make timely judgments and actions in the face of emergencies on the basis of following basic operating rules, until they are properly integrated into personalized self-expression to enrich the connotation of services. ?
"S C S E" contains the most important content in the operation of amusement parks and is the most basic value benchmark in the operation of Tokyo Disneyland. At the same time, the arrangement of these four words also represents the order of value. The first is to ensure safety, the second is to pay attention to etiquette, the third is to run through the main show, and the last is to improve work efficiency on the premise of meeting the above three basic principles of action. ?
For example, whenever there is congestion and chaos on holidays, the primary task of park staff is to ensure the safety of tourists. For the sake of safety, they will not hesitate to restrict the activities of tourists and even limit the number of people entering the park. ?
It's not hard to imagine, early morning? 5? 、6? Is it time-consuming to leave at 0 o'clock with your family, or to drive or take the tram? 2? 、3? When I arrived at the amusement park in high spirits an hour later, I was told that I had to wait outside the park because of the congestion in the park. 1? 、2? An hour of tourists are dissatisfied. But in order to ensure that tourists enjoy the service level they deserve, what about security considerations? ,? At the expense of etiquette. Of course, in this case, they will arrange some temporary performances outside the park to ease the impatience of disgruntled tourists. ?
There are many noble management principles in general enterprises, but unfortunately, most of them are either empty dogmatic slogans or profound philosophical generalizations, which have not been implemented in specific daily work. For example, the business tenet of "customer first, service first" is impeccable. However, when this business purpose is embodied in daily work, how should employees regulate their behavior? Ordinary employees passively abide by the rules of practice and are at a loss. As a result, the service work is either mechanically rigid or seriously lagging behind, which reduces the due level of service work. ?
The existence of "S C S E", the basic code of action, makes it possible for every employee of Tokyo Disneyland to make independent efforts to deal with emergencies according to the situation through his own judgment on the basis of observing the established work rules. Therefore, the service of Tokyo Disneyland is different from other enterprises, showing more timeliness and humanistic feelings. ?
Pay attention to the emotional management of employees' existence value?
If you ask a staff member of a general service enterprise, "Are you happy in this job?" Most of the answers are: "Just for work …" However, if you ask the employees of Tokyo Disneyland the same question, most of them will not hesitate to answer: "Yes! Very happy. " ?
Why are you also engaged in service work, but there are completely different answers? The reason lies in different business philosophy and corporate culture. ?
"Let everyone in the park feel happy" is the basic business goal of Tokyo Disneyland. There are not only tourists but also staff in the amusement park. ?
"Tokyo Disneyland employees refer to Tokyo Disneyland itself. If the employee who provides services for tourists doesn't feel fun at work, how can she provide happy services for tourists? Only when employees work with passion and happiness will visitors here experience real happiness. " Based on this fundamental understanding of employees, Tokyo Disneyland spared no effort to create a corporate working atmosphere of "enjoy work and be happy to work". ?
It is true that thanks to the excellent reports of Tokyo Disneyland in various media for many years and the existence of countless enthusiastic Disney fans, in fact, a social atmosphere has been formed in Japan to show their identity by working in Disney, which has kept employees' corporate loyalty at a high level. However, to achieve high-quality service to employees, it is far from this. Paying attention to the emotional role of employees and cultivating the emotional culture of enterprises are the secrets of their success. ?
Providing fantastic non-daily experience is the consistent business purpose of Tokyo Disneyland. This is fundamentally doomed to pay attention to the effective mobilization of tourists and their own emotions in daily operations. In fact, just like the mysterious emotional color ubiquitous in the architectural design and daily operation of Tokyo Disneyland, its organizational culture, corporate legend, employee education and other aspects all reflect strong humanistic emotional management characteristics. ?
"Your work here is not a general job. This is the stage for you to show yourself. Just like a baseball player standing on the baseball field; Sumo wrestlers stands on the sumo stage; The actor stands on the stage; Are you standing on your own stage with passion? Are you trying to prove your existence? Do you realize that the guests around you are watching your performance? If not, please reconsider! If you stand there in low spirits, you may ruin the whole performance. On the contrary, if you are dazzling, the performance will be successful, and maybe you will become a star. " ?
This is the speech made by Gao Qiao Zheng Zhi, the first president and founder of Tokyo Disneyland, at the staff meeting. Its emotional statement not only shows Tokyo Disneyland's understanding and positioning of itself and its employees, but also reflects its positive thinking mode on employees' work. In other words, through emotional stimulation, employees' work passion is enhanced and they are promoted to the star road to realize their self-worth. ?
In fact, among the many jobs in Tokyo Disneyland, the park cleaner who has the most contact with tourists is recognized as a star. They are familiar with the facilities in the park, polite and cordial, energetic, clean and tidy in appearance, diligent and conscientious in their work, and expressive in their work style. All these undoubtedly add a moving landscape to Tokyo Disneyland, making them the most striking existence in the park.
"In fact, on the Disney stage, cartoon characters are not only protagonists, but also all people are supporting roles and ordinary people. Therefore, we are all equal partners. We must trust each other and help each other. " This is the definition of the internal relationship of the enterprise since Disney started its business. The basic action principle of "S C S E" mentioned above embodies the connotation of this definition. ?
Through the "S C S E" basic code of action, Tokyo Disneyland gives employees the right and responsibility to make their own judgments and take actions. This means that all cadres and employees of Tokyo Disneyland are equal and have equal rights and responsibilities in front of guests. Tokyo Disneyland trusts its employees and encourages them to take timely action and take responsibility when others need help. ?
Facts have proved that this understanding and application of human nature not only makes the service of Tokyo Disneyland a legend, but also makes Disney's lofty business philosophy a reality. The success of Tokyo Disneyland is a true portrayal of the value of emotional management. Understand the connotation of emotional management and apply it in daily business!