Amanda Christie
CHMN500: Foundational Leadership Models for Next Generation Ministry
Critique of “Making Magic: 10 Common Sense Leadership Strategies From a Life At
Disney”
Contents
Summary........................................................................................................
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Critique...........................................................................................................
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Bibliography...................................................................................................3
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Summary
When reading “Making Magic” by Lee Cockerell I began to understand how he ran a few
themes and concepts throughout each chapter. These themes and concepts may not have been
specifically repeated in each chapter, but the overall gist of them could be sensed in the stories,
lessons, and strategies that were shared in each chapter. One of the main themes that he seemed
to weave throughout the book was learning how to make each “cast member” understand how
they are appreciated and valued as individuals and in their daily tasks. In chapter three, strategy
one, Cockerell introduces the first of two acronyms that help remind individuals to “respect,
appreciate, and value everyone.” RAVE became the call sign for inclusion at Disney. Cockerell
found new ways to help encourage employees at every level by making himself fully available,
taking into consideration any suggestions offered, and implementing them when feasible, making
sure to give credit where credit was due. He made sure to take the time to see potential for
growth and offer opportunities to reach higher levels even in those who may not have seen that
potential in themselves. It was interesting to see how these concepts of seeing potential and
facilitating growth began in his own life as he was seen by others to have potential and was
stretched to new levels.
Critique
I have enjoyed learning as Cockerell explained that by seeing potential in others and
making them feel seen and empowered they would often take up the charge for their own growth
and endeavors to reach higher levels of learning and leading, and would also begin to pass that
same empowerment on to other around them. Often times all it takes is a small amount of
inspiration to get someone on the right path to a future they may have never realized. His use of
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the acronym ARE in chapter nine spoke loudly into my life, because I try to make a point to call
people, even strangers, by their names if I have the opportunity to do so. It always strikes me, the
surprise on someone’s face when they hear their name from someone they don’t know. can’t tell
you how many times I’ve had someone ask me, “How do you know my name?” when they were
plainly wearing a name tag, or they watch me pull up their information as I’m ringing out their
order at a cash register where I work. People who are downcast or obviously struggling to make
it through their work shift show an immediate change in demeanor just because I noticed their
name and looked them in the eye with a smile during our transaction.
Another of the concepts that spoke to me throughout this book is that of leadership
training. Cockerell speaks early on about how he may not have been a collegiate level learner, he
was still always willing to learn from whatever his current situation was giving him. From his
time in the Army learning about procedures and processes in Chapter 2 to his strategies about
myriad of training opportunities in Chapter 6, Cockerell was always learning and teaching. I’ve
heard an adage many times that goes something like, “you can’t give what you don’t have.” To
me this goes along with his strategies to keep learning so you can keep leading well. This also
points to the themes in this book that it is important to give people a sense of purpose and
empowerment even as you are training them in the proper ways to perform to meet expectations.
If people are being taught or coached in a way that gives them purpose they will grasp the task at
hand and maybe even take the initiative to go beyond their expected duties.
The ebb and flow of this book between leading others and keeping self in check kept me
wanting to see how Cockerell was able to intertwine the importance of doing both well. Leaders
who are willing to do the same tasks they are asking their team members to do at any given
moment have an incredible amount of credibility. It is one thing to stand on a platform or behind
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a podium or even holding a clipboard and give instruction, but to be seen by anyone and
everyone actually doing the seemingly menial tasks to the expected standards will carry more
weight than any other form of instruction. Knowing my pastors are willing to clean our church
every week makes me that much more willing jump in with them and help whether it is taking a
turn with cleaning duties, or starting a brand new ministry.
Evaluation
Many of the principles of Cockerell’s “Making Magic” can be implemented into Next
Gen ministry. The basic ideas of making sure everyone feels seen, heard, and appreciated;
empowering yourself and your team to continue to learn and grow both as team members and as
leaders; and allowing for new ideas to be tried even if they fail to work out for the benefit of the
ministry. Cockerell talked about having timely and quality communication with team members,
that is paramount to keeping team members actively participating and functioning with the same
goals and expectations. Planning meetings and gatherings where team members can get to know
each other, where expectations can be explained, team members can be recognized for
accomplishments, and ideas can be birthed will help the bond between the leaders of the different
age groups grow stronger and a deeper understanding of the overall generational plan can really
begin to come to fruition in tangible ways. Along these same lines would be to make volunteer
trainings available for team members, both in spiritual and in leadership areas. Team members
and volunteers from different age levels of ministry attending trainings together will help
promote ministry ideas that cross age barriers and bring into focus the bigger picture of the lives
of children being ministered to as they age through each area ministry. This idea of next
generation ministry that takes the focus of team members broader to encompass each age group
can also make it easier to prepare for the unexpected, like having to combine a couple of groups
J
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when a leader is suddenly unavailable, or planning a combined ministries gathering that can be
enjoyed by all ages knowing your team is flexible enough to help in several areas.
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Bibliography
Cockerell, Lee. Creating Magic : 10 Common Sense Leadership Strategies from a Life at Disney.
New York: Currency Doubleday, 2008.
