Robert (Bob) Conway shares some outstanding leadership pointers
with us as he describes his work as a leader and manager at Disney
and his time as a leader in the US Navy. In this episode we discuss
servant leadership and how to create a culture of excellence.
Captain (retired) Robert Conway hails from Baltimore, Maryland
and received his commission from the United States Naval Academy in
1985, graduating with a Bachelor of Science degree in Naval
Architecture. He reported to Naval Aviation Schools Command in
Pensacola Florida in July 1985 and earned his wings in August 1986.
From March 1987 until his retirement from Active Duty in September
2012 Captain Conway served in multiple roles, including completing
training as an SH-3H helicopter pilot, Instructor Pilot and
aircraft carrier catapult and arresting gear officer. He was also
qualified in the H-60 F/H aircraft and served as the head of the
Aviation Safety, Training and Operations department for HS-15, an
H-60 helicopter squadron. He also served as the Officer-In-Charge
of the Weapons and Tactics Unit for Helicopter, Anti-Submarine
Wing, Pacific. Robert was also the commanding officer of Helicopter
Anti-Submarine Squadron FIVE and served as the Commander Naval Air
Forces Assistant Chief of Staff, and finally as the Director of the
School of Naval Aviation Safety at Naval Air Station Pensacola, FL.
Captain (Conway is currently the Manager of Quality Engineering for
Worldwide Safety and Assurance at the Walt Disney World Resort in
Servant leadership and engaging with the workforce is important
for building morale and inspiring others to help leaders accomplish
Sometimes leadership work in demanding environments can be like
“dream jobs punctuated by nightmares.” The work can be great, but
in many cases things change rapidly and leaders and teams have to
adapt. There are never two situations that are exactly alike and
leaders in these environments are like ducks on the pond, looking
calm and serene on top of the water and paddling like crazy
Disney’s 4 Keys are used as guiding principles. They also help
workers understand safety is the priority. 4 Keys are guiding
principles on how to conduct business: Safety, Courtesy, Show and
Efficiency. These kinds of guiding principles may be used to help
leaders, managers and employees make sacrifice decisions to know
what can be sacrificed in order, but safety will never be
Safety Culture and organizational culture should be united as
one culture, and that is a culture of excellence. The two should
not be separated. These are not things that just happen. You have
to make it happen and make it stick.
Organizations should not settle for mediocrity or being
excellent for the sake of superficial reasons. Excellence should be
sought for the right reasons, including for the buy-in of employees
and to help take the company where it needs to go. The best leaders
ask the workers on the front lines what they think and these
leaders will incorporate this feedback into their philosophy.
Never forget who’s working for you and understand from a
leadership perspective the decisions you make affect them directly.
Servant leadership means, “I wouldn’t make you do anything I
wouldn’t do myself.” It is important to get into the field, engage
with the workers and understand the conditions under which they
work. That is a big part of servant leadership and that helps lead
organizations towards a culture of excellence.
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including reading his formal biography.
2:51- Randy asks Bob, “Okay, we’ve heard your formal bio, buttell us what makes you tick, what motivates you, what inspires you,
or generally why you do what you do?”
8:00-Bob describes servant leadership and how the noble aspectsof military service helped him pass that leadership style to his
team and the guests at Walt Disney World.
8:58-Bob talks about how his dynamic leadership job is like a“dream job punctuated by nightmares,” but adaptability and
leadership is critical to help teams achieve successful
performance.
12:09 –Bob describes how no two situations are exactly alike,and leaders have to rely on their teams and partners to help make
decisions. Bob also describes the give and take in seeking
consensus for safety and the reliance on teamwork and partnership
to get results.
13:52-Randy describes Crew Resource Management training and thebenefits.
15:10-Randy asks Bob about Disney’s 4 Keys, which are guidingprinciples on how to conduct business: Safety, Courtesy, Show and
Efficiency.
18:21-Randy and Bob discuss partnering with and educating otherteam members so they can have a common understanding and work
towards a common goal.
18:48-Randy asks Bob about his “aha moment” that shaped hisoutlook on live, business and work.
20:01-Bob discusses how he started understanding the need forseeking a culture of excellence and how there is no separation
between an organizational culture and a safety culture. They have
to be one culture.
23:26-Randy discusses looking beyond the limiting beliefs thatprevent us from seeking out excellence.
24:16-Bob describes the need to “Kick the Boxes” and forleaders to understand what it means to have a culture excellence
and what it takes to get there.
31:11-Randy asks Bob, “If you could be granted one wish forleadership or organizational change/development what would it
be?”
Book Recommendation: The Disney Way, Revised Edition:
Harnessing the Management Secrets of Disney in Your
Company
by Bill Capodagli and Lynn Jackson
Whack-a-Mole: The Price We Pay For Expecting Perfection
LinkedIn: https://www.linkedin.com/in/robert-conway-19421619
