AttractionPros Podcast

Hosted by AttractionPros

Business LeisureInterviews guestsExplicit

Website RSS feed

Episodes

100

Latest episode

Oct 2026

Language

About the show

AttractionPros brings you into the room with the top leaders, executives, and influencers in the attractions industry, to gain the widest possible perspective of all areas of the industry. Most people are only exposed to the practices of their own organization without seeing how the rest of the industry operates. By following AttractionPros, you will gain the skills and knowledge needed to succeed and learn from the best of the best, whether you are the CEO or just beginning your career.

Listen to episodes

60 recent

October 13, 2026Episode 47650 min

Episode 475: Michael Savastano talks about positivity with accountability, experiential luxury, and heart-centered leadership

Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning. What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape. Register now and save up to 30% at IAAPA.org/IAAPAExpo . Michael Savastano is the President of Hospitality for PE Management Group . After beginning his career as a stockbroker, Michael transitioned into hospitality and spent approximately 18 years with Hyatt Hotels, opening and operating properties around the world. Today, he oversees PE Management Group’s hospitality portfolio in Southern California, which includes golf courses, restaurants, bars, resorts, and Belmont Park , the century-old beachfront amusement park in San Diego. In this interview, Michael talks about positivity with accountability, experiential luxury, and heart-centered leadership. Positivity with accountability “Finding that balance of positivity with results is super important more now than ever.” When Michael stepped into his leadership role at Belmont Park, he inherited a strong culture with long-tenured employees who genuinely care about the park. Rather than trying to replace what already worked, he focused on bringing his own leadership style to the organization, which he describes as positivity with accountability. His high-energy approach includes enthusiasm, high fives, and creating positive momentum while maintaining a strong focus on business performance. Michael believes a leader produces results through others, making it important to encourage people to bring their best every day. That positive environment still requires execution. Particularly during challenging business conditions, organizations need motivated employees, strong decisions, and consistent performance to continue delivering value to guests. Experiential luxury “I think experiential luxury is the name of the game.” Michael’s background in luxury hotels shaped his perspective on what luxury means within an amusement park. Rather than defining it through chandeliers, white gloves, or expensive amenities, he views luxury as something personal to each guest. It can come from removing obstacles, anticipating needs, and creating an experience that feels welcoming, comfortable, and easy. A lesson from Michael’s Hyatt career distilled guest expectations into three fundamentals: everything is clean, everything works, and people care. These principles apply across hospitality, regardless of price point. Experiential luxury can be as simple as anticipating what someone needs, offering useful information, or making a meaningful gesture. At Belmont Park, that means understanding the entire guest journey and finding opportunities to make families feel cared for so they want to return again and again. Heart-centered leadership “Let’s figure out why they get up and come to work, what matters to them, and drive that home so that they pass that positivity on to our guests.” With many young employees working at Belmont Park, Michael believes leaders need to create an environment that offers more than a paycheck. That requires understanding what motivates each individual, helping employees recognize that they are part of something special, and giving them opportunities to contribute ideas. Leaders also need to be present on the front lines, build relationships, and understand what brings out the best in each person. For Michael, leadership is also personal. He wants to be remembered as someone who was there for his team, built people up, and helped them grow. When someone trusts him enough to ask for help, he views it as an opportunity to demonstrate his commitment. By investing in people and helping them succeed, leaders can create loyalty and inspire employees to extend that same level of care to others. Michael encourages people to visit Belmont Park and the other hospitality destinations within the PE Management Group portfolio. To learn more about Belmont Park, visit www.belmontpark.com . To learn more about Lakehouse Resort in San Marcos, visit www.thelakehouseresort.com . The portfolio also includes Cannonball, Draft, Fit Social, and Orfila Vineyards and Winery. To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

October 6, 2026Episode 47547 min

Episode 474: Chris Matern talks about removing friction, people over profit and practical pivots

Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning. What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape. Register now and save up to 30% at IAAPA.org/IAAPAExpo . Chris Matern is the Director of Operations for Airborne Trampoline Parks . With nearly 25 years of experience in restaurants, bars, and family entertainment centers, Chris has helped open approximately two dozen businesses across national and local brands. Today, he oversees Airborne’s two 50,000-square-foot Utah locations, which have evolved from traditional trampoline parks into broader family entertainment centers with playgrounds, sport courts, ninja courses, and other attractions. He also operates a consulting business focused on improving FEC operations. In this interview, Chris talks about removing friction, people above profit, and practical pivots. Removing friction “Why did I just tell that guest, ‘no, I don't want your money'?’ He's standing in front of me with his credit card ready to commit to Airborne.” Chris focuses on identifying operational processes that make sense internally but create unnecessary barriers for guests. After watching a guest abandon a membership upgrade because he was directed from the concession stand to a long front desk line, Chris realized that Airborne’s own procedures were getting in the way of the transaction. That philosophy extends throughout the business. Rather than limiting birthday party bookings because handling several parties simultaneously is operationally difficult, Chris views high demand as a problem worth solving. Airborne cross-trains employees, plans for busy weekends days in advance, and practices its processes consistently so the team can accommodate demand while protecting the guest experience. People above profit “I don't want to put profit above people. I want to put people above profit.” Chris’s approach is influenced by his own childhood, when a birthday party at a family entertainment center would have been financially out of reach. At Airborne, he looks for ways to maintain profitability without adding fees or restrictions that frustrate families. One example was eliminating the requirement that guests purchase Airborne-branded grip socks. Sock sales declined only slightly, while complaints about the policy disappeared. Airborne also sells bottled water for $1, allows outside food with birthday parties, and includes its attractions with general admission rather than creating multiple upgrade tiers. Chris sees these choices as investments in loyalty. His philosophy follows a simple cycle: take care of employees, employees take care of guests, and guests take care of the company. Practical pivots “The less expensive the mistake, the less amount of time we should spend thinking about it.” Chris believes the cost and risk of a decision should determine how much analysis it receives. A six-figure attraction deserves extensive research, while testing a $35 case of mini corn dogs does not. For low-risk ideas, Airborne would rather experiment, collect feedback, and adjust than spend excessive time debating possibilities. That willingness to pivot also means acknowledging when an idea does not work. Chris once changed Airborne’s birthday party structure to increase room capacity, only to discover immediately that guests disliked it. The change was reversed after one Saturday. For Chris, agility is one of the advantages of being a smaller operator. Decisions can be implemented quickly, tested with actual guests, and changed just as quickly when the results point in another direction. Chris can be reached on LinkedIn by searching for Chris Matern . To learn more about Airborne Trampoline Parks, visit airbornesports.com . To learn more about Chris’s consulting business, visit maternco.com . To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

September 29, 2026Episode 47452 min

Episode 473: Jon Tozer talks about the deeper meaning of “immersive,” transforming sensory experiences, and authenticity at the human level

Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning. What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape. Register now and save up to 30% at IAAPA.org/IAAPAExpo . Jon Tozer is the Vice President of Strategy at Holovis . With a background in sound engineering, Jon joined Holovis approximately 10 years ago as a design engineer before expanding his expertise into the commercial and strategic sides of the business. His combination of engineering knowledge, business acumen, and lifelong passion for themed entertainment ultimately led him to his current role. Holovis is a show systems integration firm that brings creative concepts to life through technology, including screens, audio, interactive elements, real-time systems, and other technical story elements within attractions and entertainment experiences. In this interview, Jon talks about the deeper meaning of “immersive,” transforming sensory experiences, and authenticity at the human level. The deeper meaning of “immersive” “I think it has definitely a deeper meaning.” While “immersive” has become a common industry term often associated with projection, audio, and interactive technology, Jon believes true immersion goes much further. He describes it as a combination of engaging all five senses and carefully layering an experience through anticipation and reveal. Rather than expecting guests to become immersed instantly, an experience can gradually allow their senses and subconscious to move into another world. Jon points to Diagon Alley at Universal Studios Florida as a prime example. Taste comes through Butterbeer, guests feel the heat of the dragon’s fire, music and environmental sounds build the atmosphere, scents reinforce the setting, and controlled sightlines create powerful visual reveals. The experience also has physical and narrative depth, progressively carrying guests from the streets of London into Gringotts. Transforming sensory experiences “If something is transformational, it’s to change something completely in a way that improves.” “Transforming sensory experiences” has remained central to Holovis for more than a decade because each word reflects the company’s approach. Jon distinguishes transformational experiences from transactional ones. A transaction involves exchanging something to achieve an outcome, while transformation creates meaningful change and improvement. The sensory component encompasses all five senses. While Holovis is commonly associated with sight, sound, and touch through audiovisual and interactive technology, Jon also recognizes the roles of taste and smell. The final component, experiences, covers everything from dark rides and roller coaster queues to interactive walkthroughs and exhibits. Together, the three words provide both a description of Holovis’ work and a guiding principle for its team. Authenticity at the human level “I think the future of immersive experiences is that they’ll all be authentic. And I think that they need to be authentic at a human level.” With technology evolving rapidly, Jon believes predicting the specific tools or intellectual properties that will define the future is increasingly difficult. Guests may actively interact and play within an experience or passively watch a world unfold around them, but the underlying requirement will remain authenticity. That authenticity applies to the IP or story, the way guests engage with it, and the people and methods used to create it. Jon believes decisions should ultimately be made for guests before shareholders. Regardless of what new technology emerges, experiences that connect authentically with people will have the strongest foundation for success. Jon can be reached on LinkedIn and welcomes people to connect with him directly there. To learn more about Holovis and its work creating immersive entertainment experiences, visit www.holovis.com . To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

September 22, 2026Episode 47352 min

Episode 472: Tim Benson talks about consumer behavior, an attractions mindset at the YMCA, and Tim’s accountability process

Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning. What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape. Register now and save up to 30% at IAAPA.org/IAAPAExpo . Tim Benson is the CEO of the Fremont Family YMCA in Fremont, Nebraska. Prior to joining the YMCA, Tim spent nearly seven years at the Omaha Children’s Museum, where he worked in operations and helped lead the organization through COVID while achieving record attendance. Earlier in his career, he spent 13 years with Target in big-box retail management. Across each of these roles, customer service and understanding what drives people have been central to his work. At the Fremont Family YMCA, Tim leads a 240,000-square-foot facility that serves as a fitness center, recreation provider, childcare provider, community gathering place, and increasingly, a source of family entertainment for the Fremont community. In this interview, Tim talks about consumer behavior, an attractions mindset at the YMCA, and Tim’s accountability process. Consumer behavior “Sometimes we don't even know what we want.” Tim’s fascination with consumer behavior began long before his professional career. As a child, he would straighten shelves at Target before shopping so he could see everything available and make the best decision. That interest continued through college, where consumer behavior became his favorite course, and into his careers in retail, attractions, and the YMCA. Regardless of whether an organization is selling products, experiences, or lifestyles, Tim believes the fundamentals are similar. Leaders need to understand what people want, what problems they are trying to solve, and even what they may want but do not yet know to ask for. That requires listening to consumers while also testing new ideas and finding ways to present choices that help people make decisions. Attractions mindset at the YMCA “The attractions is a deliberate use of the word and deliberately bringing some of that to this community.” The Fremont Family YMCA is far larger and more diverse than the traditional “gym and swim” model associated with many YMCAs. Tim sees an opportunity to rethink how its spaces serve a changing community, particularly as families increasingly seek activities they can experience together. Rather than maintaining facilities built for one specific purpose, the YMCA is working toward more flexible, multi-use environments that can appeal to different ages and interests. That approach has led to additions including a three-story climbing structure, ninja floor course, and an all-ages gathering space with food service, games, puzzles, video games, and comfortable seating. The strategy grew from community surveys, focus groups, listening sessions, and stakeholder research identifying a need for more indoor family activities. For Tim, adopting an attractions mindset is both mission-driven and operationally important, helping the YMCA reach residents who may have little interest in a traditional fitness membership. Tim’s accountability process “They have to know exactly what is expected of them.” Tim’s approach to accountability starts with clarity. He believes employees should know their goals, responsibilities, and expectations, not simply so leaders can hold them accountable when something goes wrong, but so they know what success looks like and what accomplishments should be celebrated. To put that philosophy into practice, Tim uses a customized one-page document for each direct report. It tracks personal and staff check-ins, projects, responsibilities, metrics, and recurring discussion points. Employees know exactly what is on the document before their one-on-one meetings, and Tim updates it after each conversation. Over time, those pages create a straightforward record of accomplishments, unfinished work, coaching conversations, and performance. The process reduces emotion from accountability while providing structure for reviews, corrective action, and recognition. Tim can be reached by email at timb@fremontfamilyymca.org and is happy to connect with people interested in conversation or mentorship. To learn more about the Fremont Family YMCA, visit www.fremontfamilyymca.org . To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

September 15, 2026Episode 47118 min

Episode 471: Balancing Data with Gut Instinct Minisode

Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning. What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape. Register now and save up to 30% at IAAPA.org/IAAPAExpo . Data can provide leaders with valuable insight, but numbers rarely tell the entire story. Decisions are also shaped by experience, observations, conversations, and instincts that may never appear on a spreadsheet. The challenge is knowing how much weight to give each source of information, especially when a decision needs to be made before every possible data point is available. In this minisode, Matt and Josh talk about balancing data with gut instinct to make informed decisions without falling into analysis paralysis. The numbers are only part of the story “That is one very important piece in a larger puzzle.” Metrics can reveal trends, measure progress, and provide objective evidence of performance, but focusing exclusively on the numbers can leave important context behind. A 4.8 Google rating across thousands of reviews is certainly meaningful, but moving that number to 4.9 does not necessarily capture the full impact of an improvement initiative. Narrative feedback, observations, employee interactions, and guest experiences can reveal progress that a single metric cannot. Your gut is a data point “Your gut is going to tell you certain things.” Gut instinct does not need to be viewed as the opposite of data. Experience creates its own collection of information that influences how situations are interpreted and decisions are made. The eye test can reveal nuances that quantitative measurements miss. When instincts align with the numbers, leaders may have greater confidence in what they are seeing. When they conflict, the discrepancy can be a signal to investigate further rather than automatically dismissing one in favor of the other. Leaders rarely have all the information “Leaders are required to make decisions when they don't have all the information.” Waiting until every question has been answered can prevent an organization from moving forward. One decision-making framework suggests moving ahead once roughly 80% of the necessary information is available, recognizing that obtaining the remaining 20% may be unrealistic or not worth the delay. Leadership requires becoming comfortable with incomplete information, making the strongest decision possible at that moment, and remaining willing to adjust when new information becomes available. Show your work “Even with your gut, you have to show your work, and you have to be able to justify your position.” Trusting your instincts does not mean making decisions without justification. Experience, anecdotes, team input, observations, and quantitative metrics can all contribute to the reasoning behind a decision. Being able to explain why a particular direction makes sense creates greater understanding and buy-in. If the decision later proves incorrect, there is a clear rationale for why it was made based on the information that was available at the time. Be willing to change direction “We made the best decision we could for the information that we had, but now we have new information, so now we're going to change directions.” A decision does not need to become permanent simply because a leader made it. New information may reveal that the original direction was incorrect or that circumstances have changed. Strong leadership includes the vulnerability to acknowledge that and pivot. Moving forward with a reasonable decision can often be more productive than remaining stuck while searching for certainty, particularly when the consequences of changing course are manageable. Avoid paralysis by analysis “If we are too focused on trying to get so many more sources of data, we're never going to do anything.” More information does not always make a decision easier. At some point, collecting additional metrics, opinions, examples, and possibilities can create more uncertainty instead of greater clarity. The goal is not to choose between data and instinct. It is to use the numbers, experience, observations, and other available inputs together, determine when enough information exists to move forward, and stay open to adjusting along the way. How do you balance the numbers with your instincts when making decisions? Have you ever had the data point in one direction while your experience told you something different? Find AttractionPros on social media or email attractionpros@gmail.com to share how you approach the balance between gut and data. To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

September 8, 2026Episode 47250 min

Episode 470: Bob Rogers talks about deep story, show business identity, and getting fired from Disney

Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning. What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape. Register now and save up to 30% at IAAPA.org/IAAPAExpo . Bob Rogers is the Founder of BRC Imagination Arts . Since founding the company in 1981, Bob has helped create award-winning museums, brand homes, visitor centers, and immersive experiences around the world, earning nearly 500 international awards for creative excellence. His new book, Deep Story , shares many of the principles that have guided his work over the past four and a half decades. In this interview, Bob talks about deep story, show business identity, and getting fired from Disney. Deep Story “You need to go deep, deep, deep into two things and find a common link. You need to go deep into the hearts of the audience... then you go deep into the subject or deep into the brand... and what you're looking for is the same emotional truth.” Bob explains that meaningful attractions are built by connecting the emotional core of an audience with the authentic emotional core of a brand or subject. Rather than relying on technology, clever ideas, or spectacle alone, he encourages creators to begin with the desired outcome and design experiences that inspire lasting change after guests leave. Using examples ranging from the Milwaukee Brewers to the Las Vegas Raiders, Bob demonstrates how emotional resonance creates memorable experiences that influence behavior long after the visit ends. These principles form the foundation of Deep Story and can be applied well beyond themed entertainment. Show business identity “Part of what I was doing there was show business identity.” Bob reflects on his first job demonstrating magic tricks at Disneyland, where he realized that the performance was only part of the experience. Beyond entertaining guests and selling magic tricks, he was helping visitors see themselves differently. Someone entered the shop as a Disneyland guest and left believing they might be a magician. That realization shaped the philosophy behind BRC Imagination Arts. Throughout his career, Bob has focused on creating experiences that do more than entertain. His goal has been to inspire positive changes in how people think, feel, and act, making transformation the true purpose behind the show. Getting fired from Disney “I've been fired by Disney three times. So if I can do it and just keep going, then so can they.” One of the interview's most memorable stories centers on Bob's curiosity as a young Disneyland Cast Member. Fascinated by how the park operated behind the scenes, he wandered into maintenance areas and asked countless questions about everything from Audio Animatronics to operations. That curiosity eventually led to his dismissal and a permanent "no rehire" designation. Rather than allowing those setbacks to define him, Bob used them as motivation. His entrepreneurial journey began after another opportunity led him to form BRC Imagination Arts, ultimately turning a career disappointment into the foundation of one of the industry's most respected creative firms. He shares this story to encourage young professionals to persevere through setbacks, recognizing that career obstacles often become turning points. Bob can be reached on LinkedIn, and readers can learn more about Deep Story at www.bobrogers.com . To learn more about BRC Imagination Arts, visit www.brcweb.com . To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

September 1, 2026Episode 47020 min

Episode 469: Guest Experience Operating System Minisode

Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning. What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape. Register now and save up to 30% at IAAPA.org/IAAPAExpo . Guest experience is often introduced during orientation, reinforced through a training session, and documented somewhere in an SOP or handbook. The challenge is what happens after that. If the standard is not consistently reinforced, coached, recognized, and refreshed, it can quickly become disconnected from daily operations. Building guest experience into an operating system creates a continuous cycle that keeps the standard active while allowing it to evolve as the organization improves. In this minisode, Matt and Josh talk about treating guest experience as an operating system that lives within the daily rhythm of the organization. Guest experience should live in the operation “Guest experience is not simply a standard, not simply a training initiative, and it certainly is not a one-time event.” A guest experience standard provides an important foundation, but the standard needs a system around it to remain relevant. That begins before or on an employee’s first day and continues throughout their entire experience with the organization. Rather than treating guest experience as a standalone initiative or department, it becomes part of how employees are selected, trained, coached, recognized, and developed. The standard must translate to the job “They're both personalizing the experience, but they're being done in a very different way.” A consistent guest experience does not mean every employee delivers it identically. Personalization at admissions might include learning and using a guest’s name, while a ride operator may have only seconds to notice a shirt, team logo, or other conversation starter. The same standard can look different across roles while remaining anchored to the same expectation. On-the-job training creates the bridge between understanding the standard and knowing how to demonstrate it within a specific position. Reinforcement keeps the standard alive “Are they seen as micro training sessions?” Guest experience cannot rely on everything being taught during orientation. Daily shift meetings, one-on-one conversations, and spot coaching create opportunities for continuous reinforcement. Instead of using every pre-shift meeting exclusively for operational updates, leaders can ask about recent wow moments, guest complaints, or feedback employees have heard. Those conversations turn everyday experiences into training content and continually reconnect the team to the standards they learned on day one. Recognition strengthens the system “You must prioritize recognition over reward.” When employees demonstrate the guest experience standard, recognizing the behavior helps reinforce what the organization wants repeated. Recognition does not need to be transactional or dependent on prizes and gift cards. Genuine appreciation can show employees that leaders notice how the standard is being delivered. Combined with coaching and reinforcement, recognition helps move guest experience beyond a training initiative and into the everyday culture of the organization. Your operating system needs updates “It literally is refreshing the operating system.” Standards should evolve as the organization improves. A handbook that accurately described exceptional service two years ago may no longer represent what the team is capable of delivering today. Periodically reviewing and raising the standard creates a cycle of continuous improvement. Day one leads to on-the-job training, reinforcement and recognition, followed by refreshing the standard and beginning the cycle again. Each pass through the cycle creates greater alignment and momentum. Consistency does not require scripting “The message was consistent, but the delivery was very personal.” A strong operating system creates consistency without eliminating personality. Team members across different departments can deliver the same underlying standard in ways that fit their roles and interactions. A parting pleasantry, for example, may sound different at a ride exit than at the park exit, but both reinforce the same expectation. Guests experience a cohesive standard even when every interaction feels natural and personal. Guest experience already exists in every organization. The opportunity is to become more intentional about how it operates every day and how it continues to improve. How are you building guest experience into your daily operating rhythm? Find AttractionPros on social media or email attractionpros@gmail.com to share what is working in your organization. To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

August 25, 2026Episode 46917 min

Episode 468: The Four Levels of Accountability Minisode

Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning. What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape. Register now and save up to 30% at IAAPA.org/IAAPAExpo . Accountability is often treated as something that only comes into play when someone makes a mistake. Leaders hold people accountable when expectations are missed, standards slip, or behavior needs to change. But that leaves out an equally important side of accountability: taking responsibility for what goes right and using positive performance to create more of it. In this minisode, Matt and Josh talk about how accountability applies to both positive and corrective behaviors and the four levels leaders can use to encourage continuous improvement. Accountability starts with you “If I'm not holding myself accountable, it's really hard for me to do that with other people.” Before leaders can effectively hold others accountable, they need to take responsibility for their own actions. Accountability itself is neither positive nor negative. It begins with recognizing what you did, whether that means acknowledging an accomplishment or admitting a mistake. This makes accountability partly introspective. Leaders build greater credibility when they demonstrate the same ownership they expect from their teams. Positive accountability creates momentum “Giving yourselves a little more credit inspires you to do more good, positive stuff.” Taking credit for something that went well does not need to mean simply patting yourself on the back. There is a difference between taking credit and using success as motivation for continued improvement. Matt and Josh use the AttractionPros Podcast as an example. Reaching 468 episodes is worth celebrating, but the accomplishment also creates enthusiasm for reaching 500 and beyond. Positive accountability turns recognition of past performance into momentum toward the next achievement. Recognition extends accountability to others “This third layer of accountability is about leadership and recognizing those behaviors in others.” Once leaders practice accountability themselves, they can extend it to the people around them. On the positive side, this means identifying behaviors that meet or exceed expectations and specifically recognizing the team members responsible. That recognition can then influence people to repeat those behaviors without a leader needing to constantly remind them. Accountability becomes a leadership tool for reinforcing what good performance looks like and encouraging more of it. Corrective accountability follows the same path “It's very hard to influence someone's behavior without calling out what that behavior is, either positive or negative.” When something goes wrong, the process follows a remarkably similar sequence. First, acknowledge the mistake. Second, change the behavior that caused it. Third, leaders identify the behavior in others when expectations are not met. Finally, they coach and influence the person toward improved behavior. The positive and corrective sides are two sides of the same coin, because the fundamental process remains consistent. What changes is the direction the behavior needs to go. Accountability creates continuous improvement “There's always room for continuous improvement, even if it's improving upon a very positive behavior.” Accountability should not only appear when performance falls below expectations. Leaders can use it whenever they observe behavior, whether they want to correct something or build upon something already working well. That eliminates the idea of a status quo. Strong performance can become stronger, and mistakes can become opportunities to change behavior. When leaders consistently recognize both sides, accountability becomes part of ongoing development rather than something employees associate exclusively with getting in trouble. What does accountability look like in your organization? How do you recognize positive behaviors while also addressing those that need improvement? We would love to hear your thoughts and how you might expand on these four levels of accountability. Find AttractionPros on social media or email attractionpros@gmail.com to share your perspective. To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

August 18, 2026Episode 46836 min

Episode 467: Coaster Nerd Con 26 - Extra Helpings

Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning. What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape. Register now and save up to 30% at IAAPA.org/IAAPAExpo . Every attraction promises memorable experiences, yet the moments that stay with guests are often impossible to capture on a screen. Whether it's resisting the urge to view every experience through a phone, creating attractions that are better in person than on video, or designing experiences that inspire guests to return, the challenge is creating memories that last long after the visit ends. In this “extra helpings” episode where Matt shares even more thoughts from his recent CoasterNerdCon trip, Matt and Josh talk about why being present matters, and how attractions can create experiences that guests want to relive. Being Present in the Moment “I really wanted to just be present in the moment, and I wanted to take a picture with my mind instead of with my phone.” There is a balance between documenting experiences and fully enjoying them. From concerts to fireworks and theme parks, Matt and Josh reflect on how photos can preserve memories, yet they rarely recreate the emotions of actually being there. Guests should experience special moments firsthand rather than view everything through a camera lens. Experiences Go Beyond the Camera “Get out and experience it.” Roller coaster POV videos, virtual reality, and ride photography are all ways to capture the experience. While videos and photos can spark excitement, they cannot reproduce the physical sensations, atmosphere, sounds, and emotions of being on an attraction. Additionally, attraction photography creates lasting keepsakes without distracting guests from living the experience in real time. Bottling the Perfect Park Day “Well, the park is the bottle.” Inspired by a conversation at Knoebels, Matt explores the idea of "bottling" the feeling of a perfect day at a park. However, operators already package memorable experiences through the environment, attractions, food, and guest interactions. They also acknowledge that while consistency is important, the variety of each visit is what keeps guests coming back for something new. Creating Reasons to Return “One of the things I talk about from a guest experience standpoint is planting the seed for the next visit.” Exceptional guest experience extends beyond today's visit. By highlighting attractions guests have not yet experienced, encouraging different ways to enjoy familiar attractions, and promoting future opportunities, attractions can naturally inspire repeat visitation without relying solely on discounts or promotions. When Audio Becomes Part of the Attraction “It truly enhances the experience.” On-ride audio, synchronized music, and storytelling can elevate an attraction. Matt highlights recent examples that seamlessly blend audio with ride movements, while Josh reflects on Hard Rock Park's legendary music-driven roller coasters and why perfectly timed soundtracks create memories that guests still remember years later. What attraction experience has stayed with you long after you left the park? Have you ever chosen to put your phone away and simply enjoy the moment? Share your thoughts with us on social media or by visiting AttractionPros.com. We'd love to continue the conversation and hear your perspective. To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

August 11, 2026Episode 46750 min

Episode 466: Ryan Allen talks about how creativity builds community, the intentionality of hospitality, and quicksand

Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning. What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape. Register now and save up to 30% at IAAPA.org/IAAPAExpo . Ryan Allen is the Lead Wingman of Little Birdie Consulting . With more than two decades in the attractions and hospitality industry, Ryan has built a career spanning Kings Dominion, Walt Disney World, Disney Cruise Line, Holland America Cruise Line, Carowinds, and now Six Flags Magic Mountain. Through Little Birdie Consulting, he helps organizations create stronger leaders, more connected teams, and more meaningful guest experiences by blending hospitality, creativity, and community. In this interview, Ryan talks about how creativity builds community, the intentionality of hospitality, and quicksand. Creativity Builds Community “Creativity builds community.” Ryan challenges the common belief that creativity belongs only to artists, musicians, or performers. Instead, he argues that creativity is found in every profession, whether someone is designing an experience, organizing a warehouse, solving operational problems, or managing finances. When people stop limiting themselves with labels like "I'm not creative," they begin approaching challenges with fresh perspectives and greater confidence. He explains that creativity also strengthens relationships. By inviting people with different skills and viewpoints into the process, organizations build stronger communities where everyone contributes in meaningful ways. That sense of shared ownership ultimately leads to better experiences for both employees and guests. Intentionality Of Hospitality “I think intentional hospitality means that everyone knows what the goal is.” For Ryan, hospitality is not reserved for guests. Leaders must treat their own team members as guests first. He shares how small details, from preparing a meeting room before participants arrive to creating memorable first-day experiences for new employees, communicate respect and care long before any formal training begins. Throughout the conversation, Ryan emphasizes that hospitality is demonstrated through preparation rather than good intentions. Organizations often focus on serving external guests while overlooking the everyday moments that shape the employee experience. By becoming more intentional behind the scenes, leaders create cultures where exceptional hospitality naturally extends to every guest interaction. Quicksand “When you say you're busy, that's quicksand.” Ryan uses the idea of quicksand as a metaphor for the beliefs and phrases that quietly trap leaders. Labels like "we're too busy," "communication is our problem," or "there's too much drama" become excuses that prevent organizations from identifying the real issues underneath. Instead of accepting broad statements, leaders should dig deeper to understand what is actually creating friction. He encourages leaders to recognize the "stick" that helps them escape quicksand by replacing assumptions with curiosity, specificity, and action. When leaders challenge limiting beliefs, they create healthier workplaces that are better equipped to support both employees and guests. Ryan invites listeners to connect with him on LinkedIn and follow Little Birdie Consulting on Instagram , where he shares leadership insights, hospitality ideas, his bi-weekly podcast, and curated "Birdie Beats" playlists designed to inspire and energize. To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)