AttractionPros Podcast

Episode 270 - Lee Cockerell talks about getting out of the village, doing the hard things and being a teacher

Lee Cockerell is the former Executive Vice President of Walt Disney World, and after retiring in 2006 formed Cockerell Academy where he consults on leadership and management.  Lee grew up on a farm in Oklahoma where his family was “poor as mice.”  They lacked modern conveniences like outdoor plumbing, and his mother was married five times.  Lee joined the army after dropping out of college, where he met someone who led him to be a server at the Hilton in Washington, D.C.  Despite no knowledge of the hotel business at the time, he learned the business, moved his way up, then worked for Marriott for 17 years.

 

In 1990, Lee was hired by Disney as Vice President of Resorts for Disneyland Paris, and after a few years took on the role of Senior of VP of Operations at Walt Disney World in Orlando, and then served as Executive Vice President of Operations at Walt Disney World for nearly a decade until his retirement in 2006.  Today, Lee uses his wealth of experience with Cockerell Academy to help companies enhance their leadership, management, culture, and customer service.  In this interview, Lee talks about getting out of the village, doing the hard things, and being a teacher.

Getting out of the village

 

"My advice is to get out of the village."

 

Lee provides excellent career advice throughout this interview, and shares that three things necessary to advance in your career are knowledge, experience, and exposure.  Knowledge can be learned through formal education, but in his case, it came through experience.  By joining the army and then later working as a server, he learned business and leadership by immersing himself into it.  This could only happen by leaving his small town in Oklahoma.

 

In addition to the education it provided, it also allowed him to see a much wider perspective of the world than he had at home.  Getting out of the village is both a literal and figurative statement, in that we all need to have exposure to diverse viewpoints and lifestyles that will enhance ourselves, along with how we lead others.

Doing the hard things

 

"When you don't do the hard things, the stuff gets harder."

 

It’s easier to procrastinate or hope that problems sort themselves out on their own than it is to deal with them head-on.  However, Lee stresses that the sooner the hard things are dealt with, the better the solution is, regardless of what the problem might be.  Without addressing it, the problem festers and ultimately becomes even more difficult to deal with down the road

 

The best example that Lee gives is when a team member or leader is not the best fit for the company, letting them go can be a difficult and emotional decision.  In one story, Lee shared that a consulting client let go of someone who had been with the company for 20 years, and when asked how long ago it should have been done, the client responded that it should have happened 10 years earlier.

Being a teacher

 

"Teaching is what we should all strive to do."

 

By gaining knowledge, experience, and exposure, we all have the opportunity - and even the obligation - to impart our wisdom onto others.  In leadership, we can make the choice between being a boss or being a teacher.  Lee’s guidance is that we should all strive to be teachers, because our leadership will be more effective and impactful for the long run.  A boss is someone who tells others what to do, whereas a teacher guides others toward the best outcome.

 

To learn more about Lee, visit www.leecockerell.com.  From there, you can learn about Cockerell Academy, Lee’s podcast, and Lee’s books.

To connect with AttractionPros: attractionpros@gmail.com.

Episode 269 - Emily Cole talks about putting fans first, eliminating friction and making baseball fun

Emily Cole is the Owner and Director of Fun of the Savannah Bananas, a viral sensation and touring baseball team centered around the idea of fans having a great experience, win or lose. Since graduating college, Emily has worked with several baseball franchises and consistently discovered new ways to put the fans first and create unique and memorable experiences you wouldn’t find at other ballparks. After 7 years of experience in the baseball industry, Emily and her husband created the Savannah Bananas, one of the most  recognizable baseball teams outside of the major leagues due to the way they create a phenomenal fan experience. In this interview, Emily goes bananas about putting fans first, eliminating friction, and making baseball fun.

 

Putting Fans First

 

"For us, it is always going to come down to putting fans first."

 

Fans come first. It’s a simple recipe to success, and it’s something the Savannah Bananas have made sure they always prioritize. Whether it’s the unlimited food included with the price of your ticket or watching the middle-aged dad dance team, Emily has made sure there is something for every type of fan at a Bananas game. By creating a truly memorable experience where there is something for every guest big or small, the fans feel included. They’ll rave about the positive experience everywhere, leading to increased media presence, more ticket sales, and people coming back for more.

 

However, putting fans first goes deeper than the scripted experience. In every aspect of the operation, Emily has ensured that the fans are always the center of attention. Before players even get their uniform, they go through a multiple-hour course about putting fans first to ensure that the players are creating the best experience possible. By bringing in players and employees dedicated to the fans, Emily has made an operation that truly makes everyone a part of the family. 

Eliminating Friction

 

"Your experience as a fan is scripted long before you come."

 

It’s simple, guests don’t enjoy it when there are inconveniences. However, Emily shares how  the Savannah Bananas experience is scripted as close to perfection as possible. By thinking about the possible roadblocks and learning from previous mistakes, guests will find their experience to take much less work. Although unlimited free food may sound like a logistical nightmare, the operation works perfectly for the guest, and they get to avoid line delays from payment issues, as well as taking out their own wallet.

 

Emily knows the Bananas aren’t immune to curveballs. After announcing their locations for their upcoming season-long tour, the website shut down because there were so many people trying to buy tickets. While this is a good problem to have, it’s important to still learn from these mistakes and try to make the guest experience as frictionless as possible, whether it's online, in the stands, or in the ballpark. 

Making Baseball Fun

 

"We're a baseball team. but we're better known as a traveling circus."

 

Baseball is a popular sport, but it isn’t loved by every single person. By creating a fun and interactive experience, Emily has seen the Bananas go from players refusing to dance all the way to choreographed dances that go viral on TikTok. By working to create a team that has fun with the fans, baseball can be fun for everyone. In addition, the Bananas don’t script their games, keeping the same competitive spirit that baseball is loved for.

 

After every game, the Bananas host a block party where all the dancing dads, grandmas, mascots, and players meet with the fans and sign autographs. By encouraging the players to spend time with the fans and the fans to spend time with the players, Emily has created a symbiotic relationship that encourages and fosters growth in both the guest and employee experiences.

To learn more about the Savannah Bananas, you can find them here. To contact Emily, you can connect with her on Linkedin.

 

This podcast wouldn't be possible without the incredible work of our amazing team:

• Scheduling and correspondence by Kristen Karaliunas
• Summary by Mason Nichols

 

To connect with AttractionPros: attractionpros@gmail.com

Episode 268 - Trish Higgins talks about advice for selling a business, entering new industries and managing the emotions of a transaction

Trish Higgins is a founding partner of Chenmark, a business that specializes in buying, owning, and operating small businesses. With a strong background in business administration out of college, Trish became a founder of Chenmark in 2013, taking a leap into the unknown and finding great success, something Chenmark represents. From there, Trish began to work with her partners to buy smaller businesses and operate them in the long-term. Starting off with snow removal, Chenmark quickly grew and expanded into many different industries, all the way from landscaping to boat tours. In this interview, Trish takes her years of experience and talks about advice for selling a business, entering new industries, and managing the emotions of a transaction. 

 

Advice for Selling a Business

"It's hard for somebody to know what your business is worth, because in a financial transaction you have to agree on a price."

Chenmark focuses on buying businesses of all shapes and sizes. This has led Trish to many unique experiences when it comes to purchasing a business, and therefore, how to be successful in selling one. When a business is being acquired, transparency is key. Having a clean financial record is an easy way to increase the value of your business and ease the complicated process. 

Additionally, these records and important aspects of your company’s history should be able to be looked at and understood by a third party. Trish states that this is one of the largest factors in buying a business. Not only does it assist the buyer, but this is something that also proves the price of your business, making negotiations a much smoother path to travel.

 

Entering New Industries

"It's very natural for someone to be concerned when a new owner is coming in, so we try to show empathy for that."

Trish doesn’t just buy a business and forget about it. Instead, Chenmark gets to come in and operate the business, which is something important to the community and the owner of the business. As a result, Trish has learned many lessons about entering new industries and having to learn on the fly in a setting where operations can be fast paced and stressful. 

When Trish entered the attractions industry, the guest experience was one of the most unique challenges she faced. Having worked a guest-facing role before, she knew how to communicate with guests and improve their experience, but it was an even bigger hurdle to jump as an owner. Creating a balance for all guests and not overreacting emotionally to the negative proved successful for her, and these ideologies are implemented across all three boat touring companies Chenmark owns.

 

Managing the Emotions of a Transaction

"Often, I find that I'm playing more of a role of therapist in a financial transaction."

For many people, selling their small business can be emotionally challenging. Many people refer to their operation as their ‘third child’ or ‘pride and joy,’ and Trish knows that it’s important to show empathy and understand their struggle. In addition, many owners can struggle to be transparent as to why they’re selling their business, so it’s crucial to be delicate when going about a financial transaction, especially when emotions are involved.

Trish shares that the easiest forms of transactions are when somebody else is there to help the owner understand. No matter who the person is, it can help ease them into understanding the future of the operation and create a less emotional way to turn over the keys. Not only this, but this method allows for transparency on both sides, which can make both Chenmark and the owner excited for their futures. 

Another key aspect is the emotion of the employees. Trish knows from experience that owners can be hesitant to let their employees know they are selling the business, and therefore has created an ever-improving action plan to reduce the stress of the employees and the incoming owners. Things as simple as taking 90 days before making any financial changes to employee income can be incredibly important to create respect, as well as let the owner learn the ins and outs of the operation before any major changes are made.

 

To learn more about Chenmark, head to their website here. To reach out to Trish, you can email her at trish@chenmark.com.

This podcast wouldn't be possible without the incredible work of our amazing team:

• Scheduling and correspondence by Kristen Karaliunas
• Summary by Mason Nichols

 

To connect with AttractionPros: attractionpros@gmail.com

Episode 267 - Mike Abecassis talks about guests determining the brand, recovering from bankruptcy and treating leaders like investment managers

Mike Abecassis is the CEO of GameTime, a group of family entertainment centers in Florida. Since 2010, Mike has led Gametime through many trials and tribulations, often building back better and consistently leading his team to newfound levels of success. Mike guided GameTime through the vast unique impacts the pandemic had on the entertainment industry, and also played a major role in the recovery from a Chapter 11 bankruptcy. In this interview, Mike shares his experiences about guests determining the brand, recovering from bankruptcy, and treating leaders as investment managers. 

 

Guests Determining the Brand

"We try to create our brand, but the truth is our guests determine what our brand is."

Many organizations attempt to create their own unique and individual brand, and while this may be executed well, the guests always determine what a brand truly is, even if that doesn’t match your definition. While it may be a challenge, listening to your guests and creating the brand that they think you is incredibly beneficial to your business. 

When building an extension of an established brand from the ground up, it’s important to maintain a great guest experience by strongly incorporating what the brand truly is through the eyes of the guest. By making yourself what they think you are, you reduce confusion and create a positive, smooth experience for guests of all types.

 

Recovering from Bankruptcy

"Organizations do their worst at their best times and their best at their worst times."

For many years, Mike conducted annual excercises that simulated what would happen if his copmany had to file for bankruptcy.  This internal audit resulted in a full scrutiny of the company’s books to determine if any holes were present that could put the company in jeopardy if he ever needed to seek bankruptcy protection.  As a result, when the time came, GameTime successfully exited Chapter 11 in just over six months.

When it comes to leading a team through a bankruptcy situation, one of the biggest takeaways that Mike shared was the importance of communicating the details with his team before the information is publicly available.  This allowed for GameTime leadership to fully understand the implications of the circumstance without learning about from a third party.

 

Treating Leaders as Investment Managers

"We need to invest in our teams on a regular basis."

In the eyes of a leader, your team members are an investment that you manage every week. It’s crucial to monitor where your money is going and having strong investments that have good returns.

By looking at it in this lens, you can see which investments need to be coached, where you should invest more, and what investments should you bring in. Maintaining a strong portfolio will allow for success to reach all sectors of the business spanning from the guest experience to staffing. 

 

To connect with Mike, you can find him on LinkedIn. To learn more about GameTime, you can visit their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

• Scheduling and correspondence by Kristen Karaliunas
• Summary by Mason Nichols

 

To connect with AttractionPros: attractionpros@gmail.com

Episode 266 - Chuck Wray talks about print is not dead, coupon and promotion strategies, and putting family first

Chuck Wray is the president of CJ Publishers, a leading force in the advertising of Florida’s diverse and rich attraction scene. Even in a more digitalized era, Chuck has led CJ publishers to be a prominent figure in attracting customers and directing tourists and locals throughout all of Florida. After being president for 32 years, Chuck has learned many valuable lessons about the publishing world and the art of attracting customers and monitoring the success of their strategies. In this interview, Chuck talks about how print is not dead, coupon & promotion strategies, and putting family first.

Print is not Dead

 

"We have enough evidence that print is still working in an amazing way."

 

According to a recent study, Millennials trust 17% of what they see on the internet and 87% of what they see on print. This goes to show that print is still a very valuable tool, even in a world overtaken by our massive digital infrastructure. The power of physical presence is a big influence, especially when families are on vacation, where they often find themselves using more mixed forms of media. 

 

By maintaining a strong presence in popular locations, print can still be a major component in advertising, especially for smaller attractions that don’t have budgets for larger advertising media such as  billboards or radio/television. In addition, print is much easier to share with family members and friends, and can be considered a more personable and engaging form of advertisement. 

Coupon & Promotion Strategies

 

"A dollar discount is usually better than a percentage discount."

 

Because print advertising is cheaper and more available to smaller attractions, many innovations have been made throughout the years to engage customers and draw crowds. By using customer-centric methods, people can be enticed to come to your attraction even more through the promotions you put on paper, not just on the internet. 

 

However, the logistics of such ideas can be challenging. Measuring the success of your various advertising strategies is a key factor, and having the proper channels to do that is important. If it’s at the register, ensure that it isn’t impacting the throughout of your attraction, and if it’s online, make sure that your web discount doesn’t outperform the paper discount, or else you’ll lose your ability to track where people are coming from. 

Putting Family First

 

“We are able to keep our father and son relationship father and son.”

 

Working with family can be both a challenge and a blessing. Many work environments can make people feel excluded when they implement the family dynamic in a poor manner. By learning how to balance the professional environment with the unique aspects of coaching family, a strong dynamic can be made to better the workplace. 

 

Whether it’s sharing copies of a guide with families at a wedding or sharing responsibilities with a family member in the workplace, family is always first throughout CJ publishers. By maintaining a professional family dynamic, the company can perform as intended and even create a more welcoming work environment where everyone feels appreciated. 

To learn more about CJ publishers, you can visit their website here. CJ publishers’ phone number is 727-521-6277. To connect with Chuck, you can find him on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

• Scheduling and correspondence by Kristen Karaliunas
• Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

Episode 265 - Bill Lentz talks about park acquisitions, believing in the team and walking the walk

Bill Lentz is the General Manager of Adventureland Resort in Altoona, IA.  Bill has worked in the hospitality industry for his entire career, starting with selling merchandise in sports venues.  Bill began working at Knott’s Berry Farm in 1989 as a Retail Operations Manager, and soon took on the role of General Manager at Soak City in Palm Springs and then at Great America in Santa Clara, while also overseeing operations at Gilroy Gardens.  Bill’s career then took him to Palace Entertainment as the VP of Water Parks in the United States, Wet n’ Wild in Sydney, Australia, overseeing animal parks, as well as General Manager at Miami Seaquarium until Bill moved to Adventureland in early 2022.  In this interview, Bill Lentz talks about park acquisitions, believing in the team, and walking the walk.

 

Park acquisitions

 

“Whether you’re buying or selling, the team that’s in place, they need that team.”

 

Bill’s career background has taken him through several acquisitions of parks, both on the side of the business acquiring the park as well as the park being acquired.  This has led to a unique perception of how acquisitions impact the individuals working for a park in the middle of a transition.  When a park is being acquired, team members need to know where they stand in terms of job security.  The park always needs a team to operate, therefore being immediately transparent is key.

 

Additionally, teams should prepare themselves for procedural changes if they are entering a larger corporate structure from a smaller operation.  For example, when Bill arrived at Adventureland, Bill states that the park was very well run, although they needed to adapt to Palace’s methods and processes.  In an independently-owned property, decisions are often made by approaching the owner of the park; however, in a corporate structure, there are more layers to large decisions.

 

Believing in the team

 

"You've got to show that you believe in the team, and they'll give you a chance and believe in you."

 

As Bill entered Adventureland for the 2022 season when Palace Entertainment acquired the park, he stated that it was critical that he showed that he believed in the team in order for the team to believe in him.  This way, Bill would be able to balance coming into the park in the executive level while also recognizing the manner in which the park operated long before his arrival.

 

Bill is a big believer in listening and not overreacting.  At Adventureland, employees range from 14 year-olds to senior citizens, and they work well together.  When making changes, there were naturally questions that arose, but when the team has the opportunity to ask questions, it leads to thoughtful discussions that further help gain buy-in.  Additionally, giving the team the chance to show you how they may take on certain tasks demonstrates that you trust them, which makes it easier to gain trust in return.

Walking the walk

 

"I don't expect any different treatment than I give somebody else."

 

There is no job that Bill will ask someone to do that he won’t do himself.  When Bill was at Miami Seaquarium, a team member saw that he was unloading a food truck and asked him why he was doing it.  Bill replied by saying, “Because it’s my job.”  As every leader knows, whenever you get promoted up the chain, everybody’s watching you, and the way you treat your team is a true reflection of your leadership style.

 

Bill also stresses the importance of calling employees by their names.  Using the names of your team members demonstrates your commitment to mutual respect and that you are walking the walk.  He also highlights how effective open communication can be, as well as the fact that tough conversations should be to the benefit of the employee and their overall success.

Bill states that one of the favorite parts of his job is coaching employees to improve their performance and seeing those he works with succeed.  The biggest lesson from the early days of his career is to respect everyone you work with, and that he does not expect any different treatment that he gives somebody else.

 

To learn more about Adventureland, visit www.adventurelandresort.com.  To get ahold of Bill directly, you can email him at bill.lentz@palaceentertainment, and he promises to reply quickly!

 

This podcast wouldn't be possible without the incredible work of our amazing team:

• Scheduling and correspondence by Kristen Karaliunas

To connect with AttractionPros: attractionpros@gmail.com

Episode 264 - Sarah Clarke talks about putting your people first, thinking outside the box and operational leadership

Sarah Clarke is the Director of Operations at the Gateway Arch in St. Louis, MO.  As a native to St. Louis, Sarah holds a degree in recreation management, and throughout her career she has touched nearly every department of an operation.  The lessons learned from seeing the big picture of the business have proved valuable for Sarah at the Gateway Arch, where she has worked since 2013, and was pivotal to the arch’s renovation project and pandemic reopening strategy.  In this interview, Sarah talks about putting people first, thinking outside the box, and operational leadership. 

 

Putting People First

"We need to put people first."

Whether it’s guests or employees, it’s important to remember that everyone is a person. Humanity applies to all situations, spanning from employees dealing with personal issues to guests feeling nervous about traveling 630 feet into the sky.

By prioritizing people and their humanity, the guest and employee experience is improved by creating personal experiences and making positive experiences out of any kind of negative situation.

 

Thinking Outside the Box

"It's okay doing something a completely different way."

In the midst of a multi-million dollar construction project spanning 5 years in length, the Gateway Arch team had to find a way to keep their facility open while maintaining a great guest experience. In a situation where the only constant is change, thinking of ideas beyond the standard approach proved beneficial, as they were only closed for a few months during the entire renovation. 

It’s okay to approach things in a unique, fresh way. Sometimes, it’s even best to ignore the saying “if it ain’t broke, don’t fix it”. By thinking of new ideas and innovating beyond the standard, the guest and employee experience is enhanced and your attraction can vastly improve.

 

Operational Leadership

“Bring positive energy so that when they get on the floor, we’ve been modeling that type of experience.”

Operations are what keep attractions running, and having a strong sense of leadership with team members is important. By modeling behavior you would want your front-line team members to have, you create a mark on their behavior and indirectly create great guest experiences.

Coordination and communication are also challenges in operational leadership. Many different locations have several companies involved that manage unique things within a facility, such as food and beverage or merchandise. By creating an open stream of communication and allowing for information to flow freely, barriers are broken down and your experience will experience fewer  roadblocks. 

 

To learn more about the Gateway Arch, you can visit their website here. To connect with Sarah, you can find her on LinkedIn.

 

This podcast wouldn't be possible without the incredible work of our amazing team:

• Scheduling and correspondence by Kristen Karaliunas
• Summary by Mason Nichols

 

To connect with AttractionPros: attractionpros@gmail.com  

Episode 263 - Sam Caucci talks about learning through games, tech as infrastructure, and treating employees like customers

Sam Caucci is the Founder and CEO of 1Huddle, a company focused around improving employee training through the usage of games. Sam got his start in the sports industry after signing to play football at the University of Alabama, helping to train and keep players up to standard during the offseason. After 10 years in the sports industry, Sam started realizing that the medium for employee training wasn’t up to the standards it should be. In response, Sam founded 1Huddle, working to combat the stereotypical training experience and create a better way to train employees to their maximum potential. In this interview, Sam talks about learning through games, tech as infrastructure, and treating employees like customers. 

Learning Through Games

 

"There's a real power to play. Play is not trivial."

 

Although it may seem unconventional, it has been proven that learning through games is one of the best ways to learn. By applying these ideas to employee training, not only does it engage employees more than the typical e-learning or classroom setting, but it also gives them opportunities to learn more content at the same time and train their brain from a wide range of lessons, rather than quizzing directly after learning. 

 

Learning through games is also universal by using the style of trivia. Trivia is a kind of game that spans across all generations, allowing for the learning language to work for employees of all demographics. In addition, this allows for the games to be more educational and train the brain with predictions and reinforcement. 

Tech as Infrastructure

 

"Organizations need to be learning environments."

 

There’s too much power in tech to keep it away, and it’s important to adapt and allow for tech to become part of your company’s infrastructure. By embracing tech and its capabilities for training, it allows for an open stream of communication to provide feedback and clarification to employees. 

 

In a world where employees feel like management is becoming more disconnected, if an employee were to give a recommendation on a question for trivia through an online portal, it allows for a positive interaction to occur regardless of the outcome of their recommendation. This allows for the employee to have a great learning experience and for the manager to get more connected to their employees. 

Treating Employees like Customers

"What if you treated your employees like customers? What decisions would you make?"

 

By treating your employees like customers, they feel more incentivized to go above and beyond the typical standards. Instead of having mandatory training, making it voluntary and having rewards could make a massive difference in employee engagement and their connection to their managers. 

 

By allowing your employees to have fun, play, and learn without the shadow of ‘mandatory attendance’, they can become valuable assets to the company and feel appreciated and connected. Furthermore, this increases the odds of them referring a friend, which is the most common way Gen Z has been searching for employment. 

To learn more about 1Huddle, you can visit their website here. To connect with Sam directly, you can find him on LinkedIn. 

This podcast wouldn't be possible without the incredible work of our amazing team:

• Scheduling and correspondence by Kristen Karaliunas
• Branding and design by Fabiana Fonseca
• Summary by Mason Nichols

 

To connect with AttractionPros: attractionpros@gmail.com

Episode 262 - TJ Schier talks about performance driving morale, selling a feeling and competitive socializing

TJ Schier is the Chief Operations Officer for BigShots Golf, a tech-driven golf and culinary experience. TJ began his career working for Chuck E. Cheese for 18 years, and left to start his own speaking and consulting business in 2001, helping businesses like family entertainment centers improve their culture. In 2021, TJ joined BigShots Golf, helping combine food, hospitality, and golf. In this interview, TJ discusses how performance drives morale, selling a feeling, and competitive socializing. 

 

Performance Drives Morale

 

"Performance drives morale, not the other way around."

 

Although it seems logical, not many people work harder when they are happier. Many managers struggle to create a positive work environment where they can yield both smiles and results. In a workplace, it’s valuable to view performance as driving morale, rather than the opposite. By generating results, you can see more smiles grow as the employees realize that they are part of a valuable contribution. 

 

To create this environment, it’s important to know what the group needs to succeed. By failing to communicate and only trying to generate results, it can open the door to toxic leadership and ultimately dampen performance. Sit down with everyone, from the trainers to the owners, and find out what everyone needs. Implement the necessary changes, and as performance skyrockets, so will your company’s morale. 

Selling a Feeling

 

"We look for moments that make people feel like a big shot."

 

Selling a feeling is one of the most important and unique aspects of the attractions industry. Being able to make someone feel something by giving them a great experience takes craftsmanship and incredible attention to detail in the employee and guest experience. It’s important to realize the elements that go into creating a company within the experience economy. 

 

The ‘north star’ of selling a feeling is giving the guest something they don’t expect. By surprising the guest, you make them feel like they’ve won, therefore selling that feeling. It’s important to never let guests have the minimum experience, and build upon these experiences with employee interactions that make them say ‘wow’. 

Competitive Socializing

 

"The socialization piece is huge. People want to be around other people."

 

Attractions are social experiences, and that's what draws people out of their house and into your experience. Being able to have fun with other people is the magnet for many experiences such as BigShots Golf. By capitalizing on this concept and generating ideas to help bring it to full fruition, guests will leave with an incredible experience beyond the food and games.

 

With this, attractions can be taken to the next level of interactivity and become a place where people have a reason to visit more than just once. Allowing for friends to compete in a casual environment creates bonds, a product that reaches all audiences. 

 

To reach out to TJ, you can email him at tj.schier@invitedclubs.com or connect with him on LinkedIn. To learn more about BigShots Golf, you can visit their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

• Scheduling and correspondence by Kristen Karaliunas
• Branding and design by Fabiana Fonseca
• Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

Episode 261 - Sarah Worrell talks about recruitment and retention, developing employees and leading with love

Sarah Worrell is the General Manager at Kentucky Kingdom. Sarah has been with Herschend Entertainment for more than 10 years, getting her start with the company in Denver running human resources for Elitch Gardens. Sarah has been in the attractions industry for all of her professional career, with experience at Paramount Parks, Six Flags, Hard Rock Park, and Herschend Family Entertainment. In this interview, Sarah talks about employee recruitment and retention, developing employees, and leading with love. 

 

Recruitment and Retention

 

"The guest experience mixed in with the employee experience is where we have focused our efforts."

 

There’s many elements within the employee experience that are often overseen and are thought of as normal or standard. However, behind the scenes, the structure of the employee experience is critical to the operation and sustainability of a park. 

 

The employee requires support to get going, and that involves items like training and more complex items such as guidelines and regulations. When revising this system or building it from the ground up, it’s important to maintain a good, stable employee experience to additionally support the guest experience. 

Developing Employees

 

“You have to be okay knowing that you will develop a person to take their talents somewhere else, but shouldn’t stop you from developing them in the moment.”

Employees don’t join a company they don’t believe in. It’s important to make sure that the employee leaves a stronger, better person than when they got onboarded. No company wants a stagnant employee, and no employee wants a stagnant company. It’s important to keep streams of inspiration flowing to encourage growth and development on both sides. 

 

Many people have been personally inspired by experiences while working in the attractions industry, and that’s what keeps the consistent love and innovation pouring into the community. Somebody may have joined with the intention of staying for a summer, but instead stayed for a lifetime. By being that source of inspiration, you can take employees to the next level and have more passionate people in the industry.  

Leading With Love

 

“We want them to understand what it means to be a patient, kind, truthful, trusting, humble, forgiving, dedicated leader.”

 

Being a leader means being a leader worth following. By showing compassion and empathy, employees will look up to you and realize that you do truly care about their work and meaning to the company. Taking initiative with your employees and making sure that you have an open stream of communication allows for ideas to be shared, employees to be developed, and guests to be satisfied. 

 

Showing initiative and being prepared for your employees also shows your level of commitment to the people who keep your park operating. Keeping the professional appearance while also keeping them aware of your commitment to them is a recipe for success and shows the employees how much you truly care.

To reach out to Sarah, you can find her on LinkedIn.  To learn more about Kentucky Kingdom, you can find their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

• Scheduling and correspondence by Kristen Karaliunas
• Branding and design by Fabiana Fonseca
• Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com