Don't micromanage. Because the company has grown so much, micromanaging by the CEO is no longer possible, save for the occasional project. Strong leaders are needed in each division, leaders who will work with each other and will champion visions for their divisions. You need someone who is passionate about telling stories to oversee the people who develop the characters and keep them true to themselves. You need someone who is passionate about getting people out of their homes and to your various venues, someone who is excited about operating them with excellence. You need someone who is passionate about entertaining people while they are in their homes, the own neighborhoods, or driving in the car.

Your job should be too lead, not to micromanage. You're there to make sure the divisions keep working together; to represent the company to other businesses, to the government, to the shareholders. You should be the guardian of the company image, the one who demands quality, whether in creativity, or in financing, or in managing, or in service. You're there to cheer on your people, checking in and keeping tabs here and there. I know, I know – there is a protocol to dropping in your different divisions. However, you should let everyone in the entire chain of command throughout the corporation know that you may just drop in at any time, any place - without warning - to take a close look at what is going on and to ask the tough questions. This seemed to work well for Walt.

It's probably very easy to get bogged down with the daily grind of the business, but you're now the CEO of a company that aims to facilitate happy experiences for families, a company with a legendary history, a company with a name known around the world for inspiring wonder in children. Take a moment here and there to reflect on what a cool thing that is.

This company has maintained that magic through diversification and integration, which are both good. Diversification helps you if there a slowdown in one area – you have other divisions to bring in the revenue. Integration means you have your own content and style, and don't have to rely so much on other companies or talent that will be working for someone else tomorrow. It can be tempting to sell off parts of the corporate empire, or outsource everything you possibly can, but those moves can leave you with a company indistinguishable to anyone other company and one that relies too heavily on each segment to always make a slam-dunk. Every business goes through cycles. Diversification helps you to nurse a slower segment through a tough time, with the benefit that you will still have it when times are good again.

Likewise, synergy is good, but not everything should be interdependent or all will suffer together. For example – while I'm a big cheerleader for turning films into good theme park attractions, not ALL of your theme park attractions need to relate to one of your films or television shows. Not all of your merchandising should be based on current films.

Act like a small company. That means cutting down on red tape. It means quelling feuds between divisions and units and promoting cooperation. Make sure that projects are getting the attention and support they deserve. I notice that each new theme park/resort location started out with a Magic Kingdom. While that was to be expected with Tokyo Disneyland, given that is what the Japanese wanted and EPCOT Center was still under development, I noticed that Disney's forays into Europe and into China were also Magic Kingdoms, when Disney had other concepts to choose from. And I notice that Disney's recent additions to the resorts have all had attendance and critical struggles. The exception is Tokyo DisneySea, where the decisions and the funding where in the hands of others. Somehow, I doubt that if Disney was still a small company it would have started a new location with Disney's California Adventure or Disney Studios Paris. Because the company is larger, it can "afford" not to try to wow people, to be "safe" in expanding the company. Ironically, this is ultimately a risky tactic for a company that made its name by wowing people. Act like a small company, because people DO have a choice of where to spend their time and money – there are many, many options for leisure and entertainment.

Going above - instead of just going through the motions that will bring a modest return on a modest investment in the hopes of keeping up with the pack – can be risky. But customer loyalty and word of mouth are extremely helpful, aren't they? People are willing to pay premium prices for premium products and service. They will not pay premium prices for standard quality, at least not for long. A good image will be more profitable than skimping. Growth can be more profitable than cuts.