Entertainment District’s Culture Goes from Nonexistent to Bold, Proud and Experience-obsessed
Kane conducted surveys and focus groups with employees that accomplished three things:
Additionally, Kane held a focus group with employees to further flesh out details from the survey related to employee communications and engagement. Employees discussed past practices, ideas and mechanisms that they felt would be adopted by their peers.
Kane then spent time with the district’s new president and leadership team to gather information about their vision for the organization and how employees played a role in realizing it. Their vision was to be recognized for providing superb, captivating and buzzworthy experiences. We then spent time crafting succinct, clear messaging for employees that showed them how they could operationalize the company’s values and be a part of realizing its vision.
A rollout plan was developed, looping in all of the information Kane received from employees about the most effective methods and strategies for communication within their organization. Key in this rollout plan was a plan to re-survey employees annually to measure progress in enthusiasm, engagement and understanding of the organization’s mission.
In spring, after two of the organization’s largest events to-date, the district held its very first all-employee rally in one of the organization’s venues.