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TABLE OF CONTENTS
Module 1: Leadership Self Awareness
Slides 02
Leadership Brand 13
Leadership Awareness Video 14
Leadership Style Self Assessment 14
Leadership Style Self Assessment Scoring Sheet 18
Leadership Styles 19
Leadership Style Strengths 21
Wrap Up 22
Appendix
RCL Core Competencies 112
Module 1:
Leadership
Self Awareness
Leadership Brand
Homework Assignment:
Write three words that could describe your brand as a leader.
Read the pairs of statements listed on the assessment and circle the one that
best describes your personality. When completed, follow the instructions on
the scoring sheet. The line with the highest score is your preferred leadership
style.
Style 2 4 - 5 - 12 - 16 - 20 - 21 - 28 - 32 - 36 - 39
44 - 45 - 52 - 54 - 60 - 61 - 68 - 72 - 73 - 77
Style 3 3 - 6 - 11 - 15 - 19 - 22 - 27 - 29 - 35 - 38
43 - 46 - 49 - 56 - 59 - 64 - 67 - 71 - 76 - 80
Style 4 2 - 7 - 10 - 14 - 18 - 23 - 25 - 30 - 34 - 37
42 - 47 - 51 - 55 - 58 - 62 - 66 - 69 - 75 - 78
Drivers (D)
Those with this style expect: May be perceived by others as:
Harmonizers (S)
Those with this style expect: May be perceived by others as:
Analyzers (C)
Those with this style expect: May be perceived by others as:
What can you do to maximize your leadership styles’ strengths better and
manage your shortcomings?
• Adjust your leadership style to meet the demands of the situation or the
needs of others
Authentic
Leadership
Authentic Leadership
• An overwhelming sense of
1. Think of a leader that inspires you. Why do you admire them? Write down
the leadership characteristics you associate with this leader.
What were the key qualities exhibited by the climbing team that contributed
to (and were absolutely essential) to the success of their journey to the top of
the mountain?
List your words and actions that correspond with the different authentic
leadership elements.
Trust
Competence
Fairness
Respect
Confidence
• Role model positive leadership behaviors that motivate and inspire others
Power of
Communication
Describe a time at work when your message was not received as intended.
Watch the video excerpts and write down the leadership styles being
portrayed in each video.
1.
2.
3.
4.
5.
1. The ship is doing regular 7 days cruises. You receive information from the
head office about a change in itinerary for one week, implementing Atlantis
cruise. This will have impact on the ports that will be visited, the guests that
will come on board (their expectations, their needs etc.) and the working
hours of the venues. How are you going to communicate this change?
2. All the crew members that are scheduled to sign off and go on vacation
during the period of December have to change their sign off date and go
on vacation in January due to the blackout period. Many crew members
have already made plans to spend time with their families and loved ones
and this will have a huge impact on their motivation and performance. How
are you going to communicate this change?
4. Due to adverse weather conditions, your ship must pass the next port of call
again! This is the second port of call in a row that is being missed this cruise.
The Captain (Dominance) gets on the public address system and informs
the guests of the situation and informs the Staff Captain (Dominance) to
relay the adverse weather protocol to all departments and secure any loose
items on the vessel. He relies upon his Hotel Director (Influence) to positively
convey his sentiments to the guests through a personal letter to all
staterooms and a gesture of good will by offering a complimentary glass of
Champaign to all guests coming to the Celebrity Theater for the additional
show tonight. He also relies upon his HR Manager (Supportiveness) to
ensure that all crew understand how much he appreciates the extra efforts
at hand and to encourage the department leaders to schedule accordingly
so that the Crew can get time off to go ashore at the next port of call and
enjoy the extended 2 hours they will be in port. How are the various styles
likely to communicate this to both crew and guests?
5. You are the Adventure Ocean Manager and your ship has seen a large
increase in the number of guests with autism, recently. There is now an
increase in complaints from guests that the ship is not autism-friendly
as advertised. You, through observations, notices that many crew are not
educated about autism and thus, miss opportunities of giving these guests
WOW vacation experiences. How would you address this situation to upper
management, and what solutions would you support to increase autism
awareness amongst the crew.
8. A crew member complains to you that they were in the Medical Center
waiting to see the doctor for a considerable period of time. While waiting,
another crew member enters the medical facility and is seen immediately.
The crew member feels that they have been treated unfairly, and believes it
was a culturally based decision by one of the nurses. How would you handle
this situation?
• What happened…?
• Where did you see…?
• When did this happen…?
• How would you like…?
• When…?
Coaching for
Maximum Results
Reality
• What is happening at the moment?
• What impact is this having on you?
• What have you done so far?
• What are you doing to achieve your goal?
• What is getting in the way of your goal?
Options
• What are your options?
• What options do you feel ready to act on?
• What steps could you take?
• Would you like me to share some of my ideas?
Will
• How will you do that?
• What resources can help?
• When are you going to do that?
• What will it take for you to commit to that action?
• How will you know you have been successful?
Refer to the Crew Satisfaction Survey and the GROW Model to answer the
following questions.
1. What are you already doing that positively influences your teams relating to
the Crew Satisfaction Survey questions?
2. Do you feel you have an area you can develop that can help improve your
ability to meet and exceed crew satisfaction targets for leadership?
Reinforcing Examples:
Redirecting Examples:
1. Tom is an excellent employee but you observe he has been late to his
station on several occasions. When Tom is late, it means other employees
are late getting off their shifts and it really makes other team members
unhappy.
2. You just received notice that several USPH standards are not being
followed, and the ship is getting ready for an inspection. While you
encourage employees to follow the proper USPH procedures and fill out
the logs, you continue to find things that are out of place and not being
followed as per guidelines.
3. John has only been on board for a few weeks and working in the
housekeeping department. He is having a difficult time managing his time
and is not getting his work completed on schedule. Several guests have
complained that their cabins have not been cleaned in a timely manner.
4. You’re the Assistant Maitre D of the Island Café / Windjammer. As you walk
into the restaurant after your department leadership team meeting you see
three waiters standing by the sushi station having a fun conversation while
guests walk around them to peruse the buffet offerings. You notice the tray
stations are full and there are no more cups at the drink station.
5. You’re the Chief / Executive Housekeeper, and while on your evening walk
around the ship to interact with guests, you happen to see a Housekeeping
Supervisor in front of the Theater correcting a Cleaner about their
performance. Within earshot you hear, “I told you to refill that container
and here you are vacuuming and the dispenser is empty!” As you walk
closer, you notice guests coming out of the other side of the theater staring
uncomfortably at the situation.
6. You are a Guest Relations / Service Manager and you are requested to
attend a guest engagement event in the Casino - Officer/Guest Slot
Machine Tournament. As you are waiting for other officers to show up,
7. Your ship has just been elevated to OPP Level 2 and extra sanitation
measures are actively in place. You see an Oiler come into the Mess to have
dinner. He bypasses the hand washing station and goes right to the food
line for dinner.
8. You’re an Assistant Chief Housekeeper and as you’re walking down the deck
10 corridor you notice that one of the Stateroom Attendants was walking
from behind one of the pillars and laughing at what a child said as you saw
him give the child a hug for their kind remarks. It’s Christmas time and
the crew member was probably being sentimental and missing his family.
But nonetheless, this could be taken wrong, and is not within the security
camera sight so it needs to be addressed.
9. You’re the Restaurant Manager, as you walk into the dining room area you
hear an Assistant Maitre D scolding one of the Assistant Waiters stating, “I
showed you already and look, what is this?”
Delegating for
Peak Performance
Delegation Video
Delegation
Using the Four Phases of Delegation, delegate the task identified in the
example scenario below with your group.
• The crew satisfaction results came in and they are rather concerning.
Despite the numerous crew activities, better schedules and amazing 7 day
itinerary your ship is doing, the results are low. The Executive Committee is
planning to compile a detailed report to better understand the root cause.
They are expecting to have the information by the end of the cruise and
• The menus and beverage packages have changed, the guests have been
notified and you need to ensure a successful implementation on board.
From the first few days you encounter challenges ranging from transfer of
knowledge to inconsistencies in delivery. Your Department Head expects
an immediate resolution however, with the charter coming on that you
need to prepare for, you struggle for time. The Chef mentioned once that
he had a star performer who used to be an F&B Assistant Manager. What
opportunities does this situation present and how are you going to delegate
this task?
• The guests in the suite have cruised with our brand numerous times and
they are highly valued guests. You get a phone call from Mr. Jones that
something is not up to their expectations and would like to talk to you. At
the same time, you need to go with the Hotel Director and address a group
of guests getting ready for a pool party. What would you do in this situation
and how are you going to delegate either one of the tasks?
• You typically review all the adverse comments that come in for your
department. This cruise is particularly challenging as you have a charter and
regular guests on board. At 5:00pm you have a meeting with your crew to
review and address the top three adverse comments however, you need to
go and meet the Charter Group leader for a last minute request. Alan, one
of your crew members, offered to help with admin tasks however, you felt
he was too new and inexperienced. What would you do in this situation?
• John Smith, a 46 years old VIP guest has the exact name as another 16 years
old guest. On the first night of the cruise, the older Smith was having dinner
in the dining room and requested a bottle of wine, to which his waiter
refused to serve because the message appeared on his card that he was
underage. As much as Mr. Smith tried to explain to the waiter that there
must be a misunderstanding, the waiter did not serve him the wine but
directed him to Guest Services to get the issue rectified. Already upset, Mr.
Smith went to Guest Services where the GSO assured him that his situation
would not happen again. Surprisingly on the second night of the cruise,
during dinner in a specialty dining, his waiter told him the same thing
• The Buddy System has been very effective in ensuring new hires and IDTs
are successful in their new roles. Using the phrases of delegation, explain
how you will select buddies for the three new hires who are expected to join
your team of 13, at the next turnaround. Please take into consideration the
size of your team, their experience and the demands of the operation.
• The ship has been delayed arrival into its turn-around port due to fog / bad
weather conditions. The delay will impact all operational areas, considering
the number of arrangements to be done for guests departing, guests
embarking, and crew movements. What would you do to ensure your
respective division is prepared?
Leading Others
Through Change
Take a few moments to think about how you typically plan for and implement
workplace changes. With this in mind, use the following scale to respond to each
statement below. Circle the number that most closely reflects your experience.
Total
Change Map
In your small group, refer to the change example and “map out” your plan to
address the change, as well as how you plan to communicate the change to
the rest of the team.
1. You have just received news that your direct supervisor (divisional/
department head) has been given a promotion and will be leaving the
ship within the next two weeks. Even though you are happy for their
achievement, you have concerns. You have had a good long-term working
relationship with this supervisor. They are well-liked and respected by
the entire department. You are concerned about the impact this change
will have on your team’s productivity and morale, particularly since your
department’s ratings are at an all time high. Their replacement will be
onboard for handover in less than a week. What is your plan to help make
this transition a success for your department?
2. You have just been informed that your ship is relocating to a new itinerary
and you are expecting to now have a different guest demographic. This
alone poses a lot of unknown factors and challenges. You are the first to
go into this market and still have to deliver an unparalleled, exceptional
vacation experience. At the same time, some of your most seasoned crew
have been assigned to the new build coming up in a few months and a
high number of new hires will be joining your team. You are concerned
about the impact this change will have on the rest of your team and overall
department/division performance. You worked hard to build a team whose
productivity and morale is very high, and are now faced with a new itinerary
and team members. What is your plan to help make the ship’s transition
a success for your department and successfully integrate the new crew
members?
4. Shoreside has reviewed the commissions’ structure for your team. Staff,
who have to be fully trained and level 3 instructors, were getting 40%
commissions for hosting flowrider lessons. Now they will receive 16%
commissions and will be divided with all the staff, including new hires that
are not yet apt to perform lessons, therefore, are not physically involved
in them. How would you pass this information along to the team, setting
them up for success?
5. You are a ROM and most of your dining room team is unmotivated to
deliver exceptional service to our guests because of recent changes in the
gratuity distribution system which has reduce salaries by about 20% for
WA, W, RSUP, and at the same time, the dining room service targets are
very high and have not been achieved in any of the voyages in the past 9
months. How can you rally and inspire your team to give their best efforts
during service time?
6. A new company policy was introduced that will negatively impact the
income of many of your crew members. Unfortunately, many of your crew
members have financial commitments/ loans based on their previous
income. What are the important factors to consider in this situation? How
will you implement the new policy successfully?
Promotes a culture of
innovation and
continuous
improvement; supports
new ideas and fresh
perspectives, challenges
the status quo, and
strives to achieve the
right results
Models transparency
and mutual respect
Cross Team Understands which Strategically aligns key Aligns enterprise leaders
Collaboration/ situations call for a individuals and resources to build business-relevant
Harnesses team approach rather to build business-relevant linkages and effective
the Power of than individual effort linkages and effective working relationships
Enterprise Team and acts accordingly working relationships within and across teams
Performance
Establishes and Brings out the best in Creates an environment
nurtures others while fostering a of trust and good will
working relationships climate of trust, teamwork,
within and across teams and collaboration
Supports the
development of individual
and organizational
capabilities
114 Appendix v2.1.19
RCL Core Competencies
Core Leader of Leaders
Competency Executive (Directors and above)
Models Represents RCL’s vision and what it stands for in a complex and changing
Statesmanship environment
Forges common ground among parties holding diverse, often conflicting interests;
manages the demands of running a division/department
Maintains focus, discipline, and resolve in the face of adversity; inspires others and
earns their respect and admiration
Thinks and Consistently scans the globe for new markets and growth opportunities; stays
Acts Globally abreast of emergent trends and positions the company to capitalize on the right
opportunities
Balances the right local representation with the right global presence
Possesses the necessary breadth, sensitivity, and openness to attract, retain, and
motivate a diverse workforce
Designs for Crafts an industry-leading vision from which the right strategic plan is derived
the Future
Sees the “impossible” as “possible” and drives their team toward increasingly
greater performance
Has a grasp of RCL’s unique strengths and leverages them to create competitive
advantage
Knows when to stay the course or to revise it given changing and competitive
circumstances