“What would Walt do?”

For decades, that was a magic, pixie-dust doubt that permeated a Walt Disney sovereignty of charcterised cartoons, films, toys and thesis parks.

As a creator and idealist behind a brand, he worked tough to safeguard that Disneyland’s guest felt ensconced in a “Happiest Place on Earth.”

But it didn’t occur during a hold of a angel godmother’s wand. Behind a anticipation world, Disney laid out a critical training module for ensuring upbeat, friendly, customer-focused employees who could “create happiness” on a job.

That training program, launched in early 1955 as Disneyland was employing for a Anaheim, Calif., opening, eventually became famous as “Disney University.”

Today, it’s offering to Disney employees worldwide, as good as to outward companies by a Disney Institute in Florida.

But that training is also widespread by former Disney execs like Doug Lipp, a Fair Oaks, Calif.-based business consultant. He travels a globe, from Denver to Dubai, conducting Disney-style care and customer- use training for CEOs and employees of Fortune 500 firms, universities, hospitals and other businesses.

In his new book, “Disney U,” that debuted in March, Lipp sum how Disney University got a start and a secrets to a success. Part memoir, partial government bible, it’s formed on interviews with 25 former Disney executives.

What’s done Disney’s government character so envied around a world?

“It’s a change of conduct and heart. It’s a change of rides that don’t mangle down and Snow White never has a bad day,” pronounced Lipp, 57, who works and writes from his home office.

In other words, all a technological sum of using a thesis park — or any business — need to be in place, along with intent employees whose certain opinion extends to any patron interaction.

While Walt Disney had harsh standards for all from cleanliness to friendliness, there was an underlying faith that if employees were happy, it would brief over to their customers.

Lipp left Disney some-more than 20 years ago to go into private consulting. But his years during Disney left an memorable imprint.

With some-more than 800 clients, he’s delivered a Disney summary both locally and globally, from Jackson Rancheria casino in California to Coca-Cola in Peru.

In a singular week in March, he spoke to 6,000 McDonald’s authorization owners in Las Vegas and 550 human-resource managers in Toronto.

He and his wife, Pam, who met as associate “cast members” during Disneyland in a early 1980s, are a Mickey-and-Minnie team, professionally and personally.

They run G. Doug Lipp Associates from their home, tucked along a quiet, farming street. While he’s on a road, she’s his “Geppetto behind a scenes,” handling his bookings, billings and transport arrangements.

Fresh out of college and smooth in Japanese, Lipp was hired full time by Disney as an interpreter for Japanese officials nearing in Anaheim to start formulation a initial general Disney thesis park in Tokyo.

Eventually, Lipp spent dual years in Tokyo, assisting sinecure and sight 4,000 Japanese employees. After returning stateside, he spent a subsequent few years during Disney U in Anaheim.

In a “gut-wrenching” decision, he left Disney to join a Stanford University highbrow in a tellurian consulting business. Lipp after took a pursuit with NEC, a Japan-based semiconductor association that was expanding in Roseville, Calif. He incited to private consulting in a early 1990s when a Pebble Beach Co. hired him for a “Disneyesque” training session.

In Lipp’s book, he sum many of a initiatives that “Disney U” embraces. Here’s a sample:

• Walk a park: Disney, who died of lung cancer during 65 in 1966, was famous for strolling a drift to speak with employees. On one occasion, he showed adult during a Fantasyland gondola ride, where an 18-year-old float user was loading passengers.

Disney had a singular question: “How would we urge this ride?” The dismayed workman answered candidly: The gondola rooftops were too low and guest frequently strike their heads when perplexing to enter a unresolved cars.

Based on that chat, a gondola roof heights were changed, Lipp said, and a workman got promoted.

Too many corporate CEOs, pronounced Lipp, forget they need to get out of their offices and travel their workplaces, interacting with employees and customers.

“A lot of business leaders disclose in me they don’t go out and ‘walk a park.’ They know they should though aren’t compelled given of ego, honour or other factors.”

•Keep it human: Customers aren’t “attendance numbers” or “per capita units.” Lipp says he creates a same point, either he’s articulate with McDonald’s authorization owners or doctors’ groups. “We get so focused on estimate hamburgers or estimate patients … we forget we’re traffic with humans. They’re not only numbers on a spreadsheet.”

• Every pursuit matters: From a scuba diver who scrubs a underwater submarine rides during night to a protector who sweeps Main Street during 3 a.m., Disney believed everyone’s pursuit was equally important.

At one point, Lipp recounts, executives became wakeful that workplace resentments were building among employees in opposite pursuit categories.

“The upkeep crews noticed a float operators as ‘button pushers’; a float operators saw upkeep as ‘bolt-tighteners.’ They didn’t know any others’ jobs.”

That led to team-building activities, as good as pursuit shadowing, where employees spend time on shifts separate to their unchanging job. “It let we see a joys and frustrations in any job.”

Although a Walt Disney Co. has had a share of ups and downs in a decades given Walt’s death, Lipp says there is an underlying work-hard, play-hard ethic that’s still total today.

In Walt’s view, “You sinecure a attitude. You can sight a skill.”