Making Magic with Lee Cockerell Lee Cockerell is a renowned author and speaker who shares his wisdom and insights into creating magic in the workplace. His approach to leadership and customer service has garnered attention and praise from many companies and individuals seeking to improve their own organizations. In his book, "Creating Magic: 10 Common Sense Leadership Strategies from a Life at Disney," Cockerell outlines his principles for success. One of the key teachings of Cockerell is the importance of setting clear expectations. He emphasizes the need for leaders to communicate their vision and goals to their team members in order to create a sense of purpose and direction. By setting expectations, leaders can ensure that everyone is working towards the same objectives.
By setting expectations, leaders can ensure that everyone is working towards the same objectives. Cockerell also emphasizes the significance of creating a culture of accountability. He believes that leaders must hold themselves and their team members responsible for their actions and outcomes.
Bridget Bishop
Written By Sarah-Nell Walsh
Actress Rebekah Clinard as Bridget Bishop in History Alive production of 'Cry Innocent,' by Mark Stevick, Salem, Summer, 1999.
Bridget Bishop has developed into a colorful character in the legendary history of Salem Village. As the first woman tried and executed as a witch during the Salem witchcraft trials, she has attracted a lot of imaginative speculation about her character and behavior.
The Bridget Bishop that is most commonly portrayed is one who kept a house of refreshment for travelers, and a shuffle board for the entertainment of her guests. She generally seemed to have exhibited certain behaviors and appearances that exposed her to some scandal. She wore a showy costume for the austere Puritan times -- a red bodice. Her freedom from the severity of Puritan manners and disregard of conventional decorum in her conversation and conduct brought her into disrepute, so the tongue of gossip was generally loosened against her. She is portrayed as a folk heroine in Salem's story. A spirited, feisty, buxom, and lusty woman who flaunted Puritan morals with a happy public house where drinking and gambling occurred. Many say that it was her flashy taste in dress, her smooth and flattering manner with men, and the questionable gaieties that had gone on in her two taverns, which led to people gossiping about her as a witch as far back as King Philips War.
This, however, is not the same Bridget Bishop of history. Research done by historian David Green indicates that scholars and writers have confused Bridget Bishop of Salem with Sarah Bishop, a tavern keeper in Salem Village. Bridget Bishop lived on a small piece of property in Salem Town and was between fifty-five and sixty-five in 1692, when she was accused of witchcraft. The account below follows the more historically accurate description of Bridget Bishop's life, taken from Bernard Rosenthal's book Salem Story.
In 1666, the widow Bridget Wasselbe married Thomas Oliver and had a daughter named Christian. This marriage was less than idyllic. In 1678, Bridget was accused of calling her husband names on the Sabbath, and both she and her husband were sentenced to stand gagged in the market place for their offenses. In January 1679, Bridget and Thomas were both sentenced to be whipped for fighting. It was not unusual for Bridget's face to be battered during her marriage to Thomas Oliver. In 1680, she was accused of witchcraft. This accusation could have been facilitated by Thomas' claim that "she was a bad wife . . .the devil had come bodily to her . . . and she sat up all night with the devil." (Charles Upham, Salem Witchcraft). This accusation occurred after her husband died without leaving a will, and seems to be the classic case of a vulnerable, propertied woman being accused of witchcraft. She posted bond, and there is no record of any punishment. In 1687, she was charged with stealing brass objects. Her record then remains clean until she is brought up on witchcraft charges again in April 1692.
On April 19, 1692 at her examination, Bridget Bishop began her testimony with courtesy and deference. This deferential attitude soon gave way to anger as she realized that denying her involvement was not an effective strategy. The afflicted girls were in the courtroom swooning in response to the imagined spectral advances of Bridget Bishop. Magistrate John Hawthorne unleashed his loaded questions, asking, "How is it that your specter hurts those in this room?" Bridget replied, "I am innocent to a witch. I know not what a witch is." Hawthorne turned this answer to his advantage by asking, "How can you know, you are no witch, and yet not know what a witch is." She replied, "I am clear: if I were any such person you should know it." Although it is not clear what Bridget meant by this comment, Hawthorne clearly took it as a veiled threat and replied, "You may threaten, but you may do no more than you are permitted" (Salem Witchcraft papers). No one can know for certain if this bold interchange earned Bridget Bishop the distinction of being the first hanged on the gallows.
On May 27, Phips established a special court of Oyer and Terminer to try those accused of witchcraft. On June 2, Bridget Bishop was the first person tried in the new court, perhaps because her previous witchcraft accusation made her a likely candidate. In her trial, spectral evidence was given an unprecedented status. She was charged with "tortur[ing], afflict[ing], pin[ing], consum[ing], wast[ing]: & torment[ing] her victims," Abigail Williams, Ann Putnam Jr., Mercy Lewis, Mary Walcott, and Elizabeth Hubbard. Bridget vehemently denied the charges at her trial, believing that to be the only way to avoid execution. She did not realize that her only hope lay in confessing to witchcraft. When Cotton Mather wrote of the evidence against her in his book Wonders of the Invisible World, he included preposterous stories that could best be called gossip. One such story recounts that Bishop cast a glance upon Salem meeting house, while walking under guard. This "look" caused a board, which had been fastened with nails, to be removed to another portion of the house. Her case served as a model for future cases to come, following a very predictable pattern. The "afflicted" persons made their accusations, which were denied by the accused; members of the community told of past acts of witchcraft by the accused; and one or more confessors validated the claim of the accusers. The court used spectral evidence as the primary legal basis to convict Bridget Bishop. Hanged on June 10, her death warrant emphasizes only the harm done to her accusers, primarily on the day of her examination, as the legal justification for the execution.
David Green, "Salem Witches I: Bridget Bishop," The American Genealogist, Vol. 57, No. 3. 1981: 130-138.
Charles Upham, Salem Witchcraft, 1867.
Bernard Rosenthal, Salem Story,1997.
Bridget Bishop has developed into a colorful character in the legendary history of Salem Village. As the first woman tried and executed as a witch during the Salem witchcraft trials, she has attracted a lot of imaginative speculation about her character and behavior.
By establishing an environment where individuals are accountable for their work, leaders can foster a sense of ownership and responsibility. Another important concept Cockerell discusses is the power of customer service. He believes that exceptional customer service is the key to differentiating a business from its competitors. By going above and beyond to meet the needs of customers, organizations can build long-lasting relationships and create loyal customers. In addition to these principles, Cockerell also emphasizes the importance of continuous learning and personal development. He encourages individuals to strive for constant improvement and to never settle for mediocrity. Through learning and growth, individuals can unlock their full potential and bring their best selves to their work. Cockerell's teachings have resonated with many individuals and organizations seeking to create magic in their own workplaces. By implementing his strategies and principles, leaders can inspire and motivate their teams, drive exceptional customer service, and create a culture of accountability and excellence. Making magic is not just reserved for Disney, but is something that can be achieved in any organization willing to embrace Cockerell's teachings..
Reviews for "Creating a Magical Workplace: Lessons from Lee Cockerell"
1. John Doe - 2/5 - I was really disappointed with "Making Magic with Lee Cockerell". I had high expectations as I've heard great things about him, but this book fell flat for me. I found it to be overly repetitive, with Cockerell constantly reiterating the same points without adding any new insights. The book lacked depth and substance, and I didn't find any practical advice or techniques that I could apply to my own life or work. Overall, it felt like a collection of vague and generic motivational quotes gathered from various sources. I was left wishing for more concrete examples and actionable steps.
2. Jane Smith - 1/5 - "Making Magic with Lee Cockerell" was a total waste of my time. I found the writing style to be amateurish and poorly edited. The constant use of exclamation marks and capitalized words made it feel like I was being shouted at rather than engaged in a thoughtful conversation. Moreover, the author seemed more interested in self-promotion and name-dropping than providing valuable content. I was expecting to learn something new and unique from his experiences at Disney, but instead, I got a rehash of clichéd advice that can be found in any self-help book. I would not recommend this book to anyone seeking genuine insight or inspiration.
3. Sarah Johnson - 2/5 - I picked up "Making Magic with Lee Cockerell" expecting to discover the secrets behind Disney's renowned customer service and leadership. However, I was left underwhelmed by the lack of depth in this book. Cockerell spends too much time discussing his personal achievements and success stories, rather than delivering actionable advice that readers can implement. The book is filled with platitudes and generalities, without delving into the practical details of how to actually achieve excellence in customer service. Overall, I found it to be an uninspiring and uninformative read.
4. Michael Thompson - 3/5 - While "Making Magic with Lee Cockerell" had its moments of inspiration, I felt that it lacked substance and practicality. Cockerell offers some useful insights into leadership and customer service, but these insights are diluted by repetitive anecdotes and personal stories. The book could have benefited from a more structured and focused approach, rather than meandering through various tangents. While there were some takeaways, I found myself wishing for more actionable advice and strategies to apply in my own work. It's an okay read if you're seeking some general motivation, but don't expect any groundbreaking revelations.
5. Emily Adams - 2/5 - I was excited to learn from Lee Cockerell's experiences at Disney, but "Making Magic" left me wanting more. The book lacked depth and failed to provide any original or groundbreaking insights. It felt more like a promotional piece for Cockerell's consulting services rather than a genuine attempt to share valuable knowledge. The writing style was simplistic and repetitive, and I found myself disengaged from the content. It's a relatively quick read, but I wouldn't recommend it if you're looking for practical guidance or a unique perspective on leadership.