Dare to Be Brave and Allow Others to Be Brave

While I was new to the theme park business, I very quickly found many similarities with hotels. 

Even the measurement terminology was similar. In hotels, we talked of “occupancies” and “average rates.”  In theme parks, it was “attendance” and “percaps.”  In the end, and numbers aside, it all came down to, yes you guessed it, “service.”  Like the 5-star hotels, the product was important, but more so was the service. At the hotel, I stood in an air-conditioned lobby to welcome guests with a smile, and at the park, I stood at the entrance with the turnstiles to welcome guests.  There was only one difference between the two.  There was no air conditioning at the turnstiles.

It is common to have some apprehension with the arrival of a new leader. 

However, from the first day of shaking hands with Tom Mehrmann in 2003, I knew it would be a good ride and an excellent journey ahead.    In one of our first meetings together, he talked of teamwork.  He acknowledged that we were professionals and that together we would lift Ocean Park to new heights. 

He showed tremendous confidence and with his trust, fostered great loyalty.

Tom led by example, a true attribute of a successful leader.   He would never ask us to do what he was not willing to do.    He participated “with” us and did not manage or send out orders from behind the desk in his office.   As a matter of fact, he and his executive team were seldom in the office, only when it was necessary.  The business was managed on-site,  in the park, with the staff, and with the guests.   In the hotel, it was similar.

What I appreciated most from Tom was his staunch belief in our abilities.   

For sales and marketing, he trusted me to guide my team, manage the external Advertising and PR agencies, and to develop the required strategies and actions to drive business.   Suffice it to say, he gave me the latitude to do what I needed and wanted to do.   He allowed me to try, experiment, and take calculated risks.    We would discuss strategies and actions and if they sounded correct, we would execute them.   It didn’t have to be 100% or fail-proof but if it felt right and worthy of execution, we went ahead.     Tom led us to be quick on the draw, fleet a foot, and act expeditiously.   We calculated the risks and took the chances.   We would not let any opportunity pass us by.  The end results told the entire story.

Again, there were many lessons, but perhaps the biggest one for me was “Dare to be brave and he allowed us to be brave.”

Every day, there was something to learn from Tom and every day he was willing to share.  We walked together through the park regularly to greet our staff and guests.   There is a lot to see in the park and often we developed strategies on these walks.  I was proud to walk along his side.

Believing and supporting his team was Tom’s strength and my good fortune.  

He brought out the best in all of us.   He taught, mentored, counseled, and above all led.  While he did question me on some of my ideas, he was always willing to listen and be supportive.  I always hoped that learning flowed both ways and he could learn a thing or two from me.  I owe my success and happiness at Ocean Park to Tom’s incredible leadership and management style.  

I used to say “I am not very smart, just a salesman,” and Tom allowed me to be the best salesman possible.  If I would someday write a book on my years at Ocean Park, he would be the main character.