Even though Jeff Heimbuch wrote the book, Rolly’s voice comes through. I appreciate the honesty and transparency.
Disney books, especially those told through official corporate figures, too often ring with political correctness and fakeness. Bob Iger, Michael Eisner, Marty Sklar, John Hench, Jim Cora, Dick Nunis, and so many others have written under the official auspices of Disney Publishing, but they never tell the truth from the trenches. They reek of a thin veneer, culled by the fine-toothed comb of a corporate legal department fearful of litigation and libel. They say so little with many words.
Rolly’s book has no such veneer. He details each of his conflicts with Dick Irvine, John Hench, Marty Sklar, Cousteau, and others, often criticizing ego, yes-men, and bureaucracy where he encountered it. A Disney lifer, he still left and returned twice, and conducted projects for other companies on his own. As such, his perspective isn’t tinted through rose-colored lenses, and he shares both the benefits of working with Disney as well as what led him to leave each time.
It’s clear he misses the early days where he could set move projects forward without an endless stream of approvals and managerial command.
On learning:
"Overall, I felt that a lot of things about art you had to learn on your own. No one can teach you talent, let alone what looks good for your particular style." (19)
"I had no formal training, so if anything, I learned from The School of Eric Larson." (30)
"The Disney Studios had this incredible library filled with tons of books, so I did jut that. I read everything I could on Calder, mobiles and kinetic sculptures. All of a sudden, I started building mobiles on the weekends when I had time off from my second job!" (33)
"Well, what I realized in night school was you don’t learn color. It comes to you. If you paint or draw and start using color, the more you use it, the more you get used to it. It was kind of interesting to not really learn anything else at the school." (35)
"The best thing you can do is some research. Go get a book out of the library about the Gods of the Pacific." (59)
On leadership:
"Every student is different. You have to talk to them differently because everyone has different styles. You don’t want to intimidate young artists. You find what they like doing most, and let them explore that. Don’t make them do a project that would be hard for them to grasp. You have to get their confidence up first, and then nudge them along into these new areas. (19)
"You really have to believe in the people that work for you and just turn them loose. I’m a big believer in that. You get a much better end product when you’re not just some dictator to your team. Let them be creative, and explore stuff that may or may not work." (126)
On Walt:
"They really quizzed everyone about the characters and scenes. Walt would read those damn things and, if there was some suggestion in there that he felt was really worthwhile, he’d have us go back and reanimate it. Obviously, that cost a bit of money, not to mention took more time, but to Walt, it was worth it. (29)
"But that whole thing just showed me how beautiful the Old Man [Walt] was. He was always open to these crazy ideas, and he worked with you to make them work." (91)
"If Walt hadn’t passed, I’m convinced that the Museum of the Weird would have been built.
Like everything else at Imagineering, ideas never die; they just get put away for a while." (91)
"You have to remember the electricians. You have to remember the Maintenance guys. You have to work around them, because you can’t ignore them," [Walt] told us. "They’re supporting what you are doing, so you have to support them. Listen to them." He was right, and it was probably the best advice he ever gave me. I think that’s why a lot of people at other companies at the time failed. They didn’t understand what the big picture was, and that hurt them in the end." (173)
(Rolly details how many of his other designed projects failed for other companies like the Cousteau Marine World, or how they still persist like in Omar or the Golden Nugget.)
"Walt was great because he never told you what to do. Instead, once you got started, he just directed you a little bit. He was very sweet about it. If there was something he didn’t like, he never said flat out that he didn’t. He took a different approach to it." (173)
On Disneyland:
"Disneyland was a gorgeous salad because of the ingredients. There is a little bit of something in there for everyone. The attention to detail is one of the most important pieces of it, because there is so much in there." (39)
"Everything that we’ve replaced in the past five years, we never threw out. We put it in the boneyard." (53)
"Grad Nite was going to start at 7 PM, so I had to worry about getting my store ready for business.
Funny enough, around 3:30 PM, some carpenters showed up. Then the electricians. Then the artistic guys. It was almost like looking at time-lapse photography with all these people showing up. In three hours, they built this damn hat shop.
I was amazed! You wouldn’t get something done like that today. It would take months just to draw up the plans and engineering, and then weeks to get everything approved. You’d be lucky if something was up in 3 months, let alone 3 hours. That just shows you what a different environment Disney was back then." (57)
"That was what was so great about the Company back then. Everything was hands-on at all times, from start to finish." (61)
For example, there was one letter from Australia that stated, "The koala bears that you have in the Island section would die climbing those palm trees because they live off eucalyptus leaves. We would like to see eucalyptus leaves in the koala’s paws."
… But believe it or not, real eucalyptus leaves were put in the koalas’ paws in case that guest ever came back. (82)
Funny enough, not too much later after that, we got another letter from the same person asking, "Where’s the little Jewish boy?" We took a picture of the doll, photocopied my research, and mailed the entire package back to the concerned guest. (83)
I liked how hands-on Rolly got with the front line work at the parks. He never delegated important tasks without knowing how to do them first himself. He felt like both a people manager, a leader, and a front-line task worker at the same time. He got his hands dirty, and routinely met his colleagues like electricians and mechanics in the middle of the night to set up parts of the park. You could feel his appreciation oozing through the page.
He knew the materials of which everything was made, and why they chose certain elements, from fiberglass for the Tiki statues, to replace rotting wood, to paper to materials, Pyre-Cure paper for fire effects like the Pirates of the Caribbean, aerosol cans for spreading scent, and Mylar for shimmer in the Enchanted Tiki Room, mirrors for scale & effects in the Haunted Mansion. Rolly knew how everything worked with a rare intellectual curiosity, and clearly inherited from Walt a respect for the front-line crew: maintenance, electricians, mechanics, carpenters, painters, everyone in the Cast. John Hench was a master designer, but Rolly implemented so much from scratch that he passes along in this book.
My only question after reading his work was why Rolly never seemed to get the true respect of anyone higher up other than Walt. Sure, his colleagues knew him and respected him, but he never ascended the corporate ladder to become that suite executive. He never pouts or mentions why, and though I applaud him for his design influence and mentorship in spite of that, it makes me wonder whether it is possible to truly reach director-level leadership coming from his roots and staying so grounded and hands-on with his work. I want to do the same.