We just got back from a family vacation to Disney, and while the rides, fireworks and our favorite Mickey Mouse-shaped ice cream certainly lived up to the hype, it wasn’t the big things that made the trip magical — it was the little ones.

Disney has a way of weaving delight into every inch of the experience. From the moment you arrive to the moment you leave, they’ve thought of everything. Waiting in line isn’t painful — it’s entertaining. Exiting the park doesn’t feel like an afterthought — it feels intentional and warm. As we left, cast members met us at the gates, waving goodbye, thanking us for visiting and somehow making us feel seen among the crowd.

What struck us most was how much of this “magic” could apply to leadership and management. Disney’s excellence doesn’t come just from the grandeur — it comes from a culture that prioritizes purpose and people in the smallest of moments. So, we asked ourselves: what if more companies operated like Disney? What if more managers brought that same sense of care, joy, and intentionality into the everyday work experience?

Disney understands that transitions matter. They make arriving effortless and leaving just as meaningful. In the workplace, managers can create this same effect by celebrating small wins and recognizing milestones, even when they aren’t flashy. When an employee finishes a tough project, changes roles, or even leaves the company, those moments deserve acknowledgement and appreciation. That closing wave — literal or figurative — leaves a lasting impression.

Another standout was how Disney turns waiting time into part of the experience. Instead of letting boredom take over in long lines, they design them to entertain and engage. Similarly, work isn’t always exciting. Some parts are repetitive or slow. But great leaders find ways to infuse those “discrete moments” with meaning. That might mean checking in during long projects, celebrating progress before the final deadline, or simply making mundane tasks feel connected to something bigger.

And then there are the cast members. Disney employees aren’t just doing a job — they’re empowered to enhance the experience. They have the freedom to solve problems, offer kindness, and personalize interactions. Managers can do the same by trusting their teams with decision-making, encouraging creative customer care, and inviting employees to shape the workplace culture. When people feel empowered, they act like they matter — because they do.

What really stood out was Disney’s obsession with detail. Every moment, from placement of trash cans to background music, it’s deliberate. Nothing is random. That same attention to design can transform a workplace. If managers walked through their team’s day — from clocking in to clocking out — with fresh eyes, what would they see? Are there obstacles that could be smoothed out? Are there opportunities to surprise or delight employees? Thoughtful design isn’t just for guests or clients — it’s for your team, too.

Finally, one of the most powerful and simple things we experienced was this: the wave. Cast members waved to us as we rode the trams, passed by on foot, or ended our day. It wasn’t big. It wasn’t expensive. But it meant something. They saw us. Acknowledged us. That same act can be transformational at work. A simple “good morning,” “great job,” or “I appreciate you” goes a long way.

Presence and recognition don’t cost a thing, but they build connection and trust in a way no training manual ever could.

What you need in your manager’s playbook is this: find the magic in the mundane. Disney reminds us that magic isn’t in the money — it’s in the mindset. It’s about caring enough to make the ordinary feel extraordinary. Managers have the power to create environments where employees feel inspired, seen, and valued — not just during performance reviews or company parties, but in the everyday rhythm of work. Because at the end of the day, the magic isn’t in the castle or the fireworks. The magic is in how you make people feel.

So, Disney brings the magic. Do you?

(Brittany Thierman is an adjunct professor at SUNY Alfred State College and a small business owner. John Stevens is a professor at St. Bonaventure University and a consultant.)