ATD Blog
What I Learned About Learning at Disney
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Frontline managers are the most important people in the workplace. L&D can’t succeed without their active support.
Frontline managers are the most important people in the workplace. L&D can’t succeed without their active support.
Wed Apr 22 2026
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Writing a book is the ultimate act of self-reflection.
Writing a book is the ultimate act of self-reflection.
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Authors spend months (or years) mining research and know-how to craft engaging, thoughtful narratives. In the process, you sometimes start to see your own experience differently. You connect the dots in ways you hadn’t before.
Authors spend months (or years) mining research and know-how to craft engaging, thoughtful narratives. In the process, you sometimes start to see your own experience differently. You connect the dots in ways you hadn’t before.
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This happened to me as I wrote The Frontline Enablement Playbook . The book explores how organizations drive business outcomes by equipping deskless teams to do their best work every shift. I partnered with more than 50 experts from around the world to shape a grounded, empathetic, actionable story. Along the way, I found myself revisiting my time as a frontline employee, manager, and L&D professional, including my experience with Disney.
This happened to me as I wrote The Frontline Enablement Playbook. The book explores how organizations drive business outcomes by equipping deskless teams to do their best work every shift. I partnered with more than 50 experts from around the world to shape a grounded, empathetic, actionable story. Along the way, I found myself revisiting my time as a frontline employee, manager, and L&D professional, including my experience with Disney.
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I spent 10 years working at Walt Disney World Resort. I did everything from skippering the world-famous Jungle Cruise and managing Big Thunder Mountain Railroad to facilitating guest-service classes and leading orientation programs. I grew up at Disney. That time taught me a lot, including how learning translates into performance in high-pressure environments.
I spent 10 years working at Walt Disney World Resort. I did everything from skippering the world-famous Jungle Cruise and managing Big Thunder Mountain Railroad to facilitating guest-service classes and leading orientation programs. I grew up at Disney. That time taught me a lot, including how learning translates into performance in high-pressure environments.
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Many of these lessons continue to shape my work today.
Many of these lessons continue to shape my work today.
Stories Connect People With Purpose
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It can be hard to see the big picture when you’re removed from how decisions get made. It’s easy to feel like a number, like you don’t make a difference. Work is just the time between when you clock in and out.
It can be hard to see the big picture when you’re removed from how decisions get made. It’s easy to feel like a number, like you don’t make a difference. Work is just the time between when you clock in and out.
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Exceptional organizations lean into storytelling to close this gap. They surface the moments that matter and make the impact of the work visible, often in ways people don’t recognize on their own. These stories connect everyday tasks to that big picture. They transform abstract goals into a shared purpose.
Exceptional organizations lean into storytelling to close this gap. They surface the moments that matter and make the impact of the work visible, often in ways people don’t recognize on their own. These stories connect everyday tasks to that big picture. They transform abstract goals into a shared purpose.
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Storytelling was at the core of every session I delivered during those years. I curated a deep bench of anecdotes for different roles and situations, each one reinforcing the impact people had on the guest experience. I carried this approach into my book, using stories to connect enablement practices to the day-to-day realities of frontline work.
Storytelling was at the core of every session I delivered during those years. I curated a deep bench of anecdotes for different roles and situations, each one reinforcing the impact people had on the guest experience. I carried this approach into my book, using stories to connect enablement practices to the day-to-day realities of frontline work.
Managers Define the Standard
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L&D plays a vital role in setting people up for success. We design training, build tools, and provide ongoing support. But we don’t spend every day working alongside the people we support. Managers do.
L&D plays a vital role in setting people up for success. We design training, build tools, and provide ongoing support. But we don’t spend every day working alongside the people we support. Managers do.
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We can architect awesome solutions, but it’s up to managers to ensure the work gets done the right way. They set expectations. They reinforce what matters. They shape how work happens day to day.
We can architect awesome solutions, but it’s up to managers to ensure the work gets done the right way. They set expectations. They reinforce what matters. They shape how work happens day to day.
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Being a frontline manager is a tough job. I remember being pulled in different directions, trying to run the operation, lead my team, and handle guest concerns all at once. At times, L&D made my job harder by removing people from the operation or placing the burden on me to ensure training got done.
Being a frontline manager is a tough job. I remember being pulled in different directions, trying to run the operation, lead my team, and handle guest concerns all at once. At times, L&D made my job harder by removing people from the operation or placing the burden on me to ensure training got done.
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Thinking back on these moments reminded me of the importance of the relationship between L&D and managers. Frontline managers are the most important people in the workplace. They influence every part of the employee experience. L&D can’t succeed without their active support.
Thinking back on these moments reminded me of the importance of the relationship between L&D and managers. Frontline managers are the most important people in the workplace. They influence every part of the employee experience. L&D can’t succeed without their active support.
Confidence Matters as Much as Capability
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I was scared of public speaking as a kid. That’s why it surprised people to see me at 24, dressed like a cowboy, screaming “yeehaw” while pretending to rob a bank in one of my roles.
I was scared of public speaking as a kid. That’s why it surprised people to see me at 24, dressed like a cowboy, screaming “yeehaw” while pretending to rob a bank in one of my roles.
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Of course, I had to complete several days of training to learn the part. The script. The blocking. The safety procedures. But just knowing what to do wasn’t enough. To deliver a great show, I needed the confidence to step in front of 70 strangers and perform.
Of course, I had to complete several days of training to learn the part. The script. The blocking. The safety procedures. But just knowing what to do wasn’t enough. To deliver a great show, I needed the confidence to step in front of 70 strangers and perform.
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Effective job training prepares people to do the work. It also builds the confidence to take ownership in the moments that matter. Great trainers foster psychological safety, giving people the chance to try, fail, adjust, and prove to themselves they can do it. That confidence is critical when you’re stopping a manufacturing line, pitching a complex product, or escaping the sheriff in the Old West.
Effective job training prepares people to do the work. It also builds the confidence to take ownership in the moments that matter. Great trainers foster psychological safety, giving people the chance to try, fail, adjust, and prove to themselves they can do it. That confidence is critical when you’re stopping a manufacturing line, pitching a complex product, or escaping the sheriff in the Old West.
Repetition Fosters Readiness
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“What do you do if you hear an unusual noise?” I asked that question hundreds of times as a trainer. People needed to answer correctly and quickly—because when something unusual happens, you need to act fast.
“What do you do if you hear an unusual noise?” I asked that question hundreds of times as a trainer. People needed to answer correctly and quickly—because when something unusual happens, you need to act fast.
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That’s the difference between learning and readiness. People often complete training, remember the basics, and figure the rest out as they go. That can work—until the unexpected happens. That’s when learning gaps become business risks.
That’s the difference between learning and readiness. People often complete training, remember the basics, and figure the rest out as they go. That can work—until the unexpected happens. That’s when learning gaps become business risks.
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Repetition closes these gaps. Practicing important actions over and over strengthens recall and makes behavior second nature. Whether it’s a safety issue, a difficult customer, or a complex process, repetition ensures people respond the right way every time.
Repetition closes these gaps. Practicing important actions over and over strengthens recall and makes behavior second nature. Whether it’s a safety issue, a difficult customer, or a complex process, repetition ensures people respond the right way every time.
Community Drives Performance
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There’s an uncomfortable idea at the center of my book: Frontline employees don’t work for your company. They work for their managers. And more importantly, they work for each other.
There’s an uncomfortable idea at the center of my book: Frontline employees don’t work for your company. They work for their managers. And more importantly, they work for each other.
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My most effective teams were made up of people who cared about one another. They enjoyed working together. They had fun. They also pushed each other to be better and worked hard to see the group succeed. That sense of community drove results.
My most effective teams were made up of people who cared about one another. They enjoyed working together. They had fun. They also pushed each other to be better and worked hard to see the group succeed. That sense of community drove results.
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Capability is key, but it’s not enough. Community brings capability to life in pursuit of shared goals. An effective enablement strategy must intentionally create opportunities for people to connect, build trust, and hold each other accountable on the job.
Capability is key, but it’s not enough. Community brings capability to life in pursuit of shared goals. An effective enablement strategy must intentionally create opportunities for people to connect, build trust, and hold each other accountable on the job.
Looking Back to Move Forward
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It’s been 13 years since I last put on the costume. Still, writing this book reminded me how much that time shapes what I do today—the way I approach learning as well as the reverence I have for frontline workers.
It’s been 13 years since I last put on the costume. Still, writing this book reminded me how much that time shapes what I do today—the way I approach learning as well as the reverence I have for frontline workers.
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I hope The Frontline Enablement Playbook gives L&D, HR, and operations professionals a clear perspective on what it takes to power frontline performance. I hope it encourages them to approach their work with empathy, optimism, and practicality. And I hope it helps them provide the tools and support people need to perform with confidence every shift.
I hope The Frontline Enablement Playbook gives L&D, HR, and operations professionals a clear perspective on what it takes to power frontline performance. I hope it encourages them to approach their work with empathy, optimism, and practicality. And I hope it helps them provide the tools and support people need to perform with confidence every shift.
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Because on the frontline, every shift counts.
Because on the frontline, every shift counts.
Want to know more? Check out:
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ATD Accidental Trainer: What Every Company Gets Wrong About Frontline with JD Dillon and Shannon Davis
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Untapped Potential: Rethinking Talent Development for Deskless Frontline Workers
Untapped Potential: Rethinking Talent Development for Deskless Frontline Workers
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Readiness: The Real Purpose of Frontline Enablement
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