Unlocking Creativity in Leadership: Applying Robert Dilts’ Disney Strategy in Local Government Coaching
- truthaboutlocalgov
- 5 days ago
- 4 min read
In the ever-evolving landscape of public service, local government officers are increasingly called upon to lead with innovation, empathy, and strategic foresight. As these professionals navigate complex challenges and manage diverse teams, the ability to coach effectively becomes not just a desirable skill, but a critical one. One powerful yet under utilised tool in this developmental journey is Robert Dilts’ interpretation of the Disney Creativity Strategy—a model that blends imagination with pragmatism to foster creative problem-solving and visionary leadership.
In this blog, we’ll explore the origins of the Disney Strategy, unpack its three core roles—the Dreamer, the Realist, and the Critic—and examine how local government officers can apply this model to enhance their coaching capabilities and leadership impact.
The Origins of the Disney Creativity Strategy
The Disney Strategy was modelled by Robert Dilts, a prominent figure in the field of Neuro-Linguistic Programming (NLP), who studied the creative processes of Walt Disney. According to Dilts, Disney’s genius lay not just in his imagination, but in his ability to shift between three distinct thinking styles to bring his ideas to life. Dilts observed:
“Walt Disney had the ability to separate his thinking into three distinct roles: the Dreamer, the Realist, and the Critic. Each role was essential to the success of his creative endeavours.”
This triadic approach allows individuals and teams to explore ideas fully, evaluate them realistically, and refine them critically—without stifling innovation at any stage.
The Three Roles Explained
1. The Dreamer: Unleashing Possibility
The Dreamer is the visionary. In this role, imagination is unbounded, and no idea is too far-fetched. The Dreamer asks, “What if?” and “Wouldn’t it be amazing if…?” This phase is about generating ideas without judgement or limitation.
For local government officers, stepping into the Dreamer role can be a refreshing departure from the often rigid structures of public administration. It allows space to envision new ways of delivering services, engaging communities, or improving team dynamics.
Coaching Application:When coaching team members, adopting the Dreamer mindset encourages clients to articulate their aspirations and explore possibilities beyond their current constraints. Questions like “If there were no barriers, what would you do?” can unlock powerful insights.
2. The Realist: Planning for Action
The Realist takes the Dreamer’s ideas and asks, “How can we make this work?” This role is about strategy, logistics, and implementation. It’s where plans are formed, resources are allocated, and timelines are established.
In the context of local government, the Realist is essential. Officers must translate visionary ideas into actionable policies and programmes that align with budgets, regulations, and stakeholder expectations.
Coaching Application:As a coach, the Realist role helps guide clients in developing concrete steps toward their goals. It’s about helping them move from inspiration to execution. Questions might include: “What’s the first step you can take?” or “Who do you need to involve to make this happen?”
3. The Critic: Refining the Vision
The Critic evaluates the plan with a discerning eye. This role is not about negativity, but about identifying potential pitfalls, risks, and areas for improvement. The Critic asks, “What could go wrong?” and “How can we make this better?”
In public service, where accountability and scrutiny are high, the Critic plays a vital role in ensuring that initiatives are robust, ethical, and sustainable.
Coaching Application:In coaching, the Critic helps clients anticipate challenges and build resilience. It’s about constructive feedback and risk management. Useful prompts include: “What obstacles might you face?” or “What’s your plan B?”
Applying the Disney Strategy in Local Government Coaching
So how can a local government officer integrate this model into their leadership and coaching practice? Here are several practical applications:
1. Structuring Coaching Conversations
Using the Disney Strategy as a framework, coaching sessions can be structured into three phases:
Dreaming: Encourage the coachee to explore their ideal outcomes without constraints.
Realising: Help them identify practical steps and resources needed.
Critiquing: Support them in evaluating risks and refining their approach.
This structure ensures a balanced conversation that nurtures creativity while grounding it in reality.
2. Enhancing Team Innovation
When leading teams, officers can facilitate brainstorming sessions using the three roles. For example:
Begin with a Dreamer session where all ideas are welcomed.
Follow with a Realist session to assess feasibility.
Conclude with a Critic session to refine and improve.
This approach prevents premature judgement from stifling innovation and ensures that all perspectives are considered.
3. Developing Self-Awareness as a Leader
Understanding one’s natural preference among the three roles can be enlightening. Some leaders may default to the Critic, focusing on what won’t work. Others may live in the Dreamer space, struggling to implement ideas.
By consciously rotating through all three roles, leaders can develop a more holistic and effective approach to problem-solving and coaching.
4. Supporting Organisational Change
Local government is often tasked with implementing change in complex, bureaucratic environments. The Disney Strategy can be a valuable tool for navigating this process:
Dreamer: Envision the desired future state.
Realist: Map out the change process.
Critic: Identify resistance and plan mitigation strategies.
This method ensures that change initiatives are both visionary and viable.
Real-World Example: Coaching Through a Service Redesign
Imagine a local government officer coaching a team leader tasked with redesigning a community outreach programme. Here’s how the Disney Strategy might guide the coaching process:
Dreamer Phase:The team leader envisions a programme that reaches more residents, uses digital tools, and fosters stronger community ties.
Realist Phase:Together, they identify available funding, staff capacity, and potential partnerships. They draft a pilot plan.
Critic Phase:They explore potential barriers—digital exclusion, staff resistance, or regulatory hurdles—and develop contingency plans.
By cycling through these roles, the officer helps the team leader move from vision to action with confidence and clarity.
Conclusion: A Creative Compass for Public Sector Leaders
Robert Dilts’ Disney Creativity Strategy offers more than a tool for artists or entrepreneurs—it’s a powerful framework for any leader seeking to inspire, innovate, and coach effectively. For local government officers, it provides a structured yet flexible approach to navigating complexity, fostering creativity, and supporting others in their growth.
As Walt Disney himself once said:
“It’s kind of fun to do the impossible.”
With the right mindset—and the right strategy—even the most daunting challenges in public service can become opportunities for transformation.
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