Alps 1

PARTICIPANT WORKBOOK
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
Module 2: Authentic Leadership

Slides 24
Authentic Leadership 34
Leaders You Admire 35
Farther Than the Eye Can See 36
Authentic Leadership Scorecard 37
Wrap Up 38
Module: Power of Communication

Slides 40
Effective Communication Behaviors 48
DISC: Leadership Styles & Communication 49
Leadership Styles & Communication Videos 50
The Power of Communication 50
Active Listening Skills (ALPS) 54
Active Listening Tips 54
Wrap Up 56
Module: Coaching for Maximum Results

Slides 58
Skill / Will Model 67
DISC: Leadership Styles & Coaching 68
GROW Model 69
Crew Satisfaction Survey 71
Applying the GROW Model 72
Reinforcing Feedback 73
Redirecting Feedback 74

Redirecting Feedback Activity 75
Wrap Up 77
Module: Delegating for Peak Performance

Slides 79
Delegation Video 86
Empowerment Best Practices 86
DISC: Leadership Styles & Delegation 87
Phases of Delegation 88
Delegation 88
Wrap Up 91
Module: Leading Others Through Change

Slides 93
Leading Change Video 103
Change Management Self Assessment 103
Change Map 105
Planning for Change 106
Reflect, Write, Share 109
Wrap Up 110
Appendix
RCL Core Competencies 112
Module 1:
Leadership
Self Awareness
v2.1.19 Module 1: Leadership Self Awareness 1

2 Module 1: Leadership Self Awareness v2.1.19
Module 1:
Leadership Self Awareness
Leadership Brand
Answer the questions below.
1. Can you recall a leader and define their brand?
2. How will you build your personal leadership brand?
Homework Assignment:
Write three words that could describe your brand as a leader.

Leadership Awareness Video
Write down the main takeaways from the video.
Leadership Style Self Assessment
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.
1. If there is a problem, I take action immediately.

2. I deal with problems in a systematic way.
3. I believe in working steadily toward accomplishing a goal.

4. I enjoy making improvements.
5. I am interested in looking towards the future to see what could be.

6. I enjoy creating a stable work environment for people.
7. I like to attend well organized group meetings.

8. I like to attend meetings where dialogue produces results.
9. I cannot stand excuses.

10. I believe that new ideas have to be tested before being used.

11. I enjoy working in a harmonious environment with others.
12. I enjoy working in a fast paced collaborative environment.
13. I want to set up my own objectives.

14. When I start something, I go through with it until the end.
15. I basically try to understand other people’s emotions.

16. I believe in inspiring people around me.
17. Once goals are established, I like to set my own course.

18. I find an organized step-by-step approach very effective.
19. I tend to hold my feelings back.

20. I am quick to express my thoughts and feelings.
21. I am enthusiastic and energetic.

22. I am sensitive to others’ needs.
23. Planning is the key to success.

24. I become impatient with long discussions.
25. I am calm under pressure.

26. I am impatient.
27. People say that I am patient and a good listener.

28. People say that I am optimistic.
29. Cooperation is a key word for me.

30. I use logical methods to test alternatives.
31. I like competition and to work on challenging projects.

32. I like to work on projects that challenge my creativity.
33. I learn by doing.

34. I believe my head rules my heart.

35. I try to be diplomatic.
36. I am a strong influencer.
37. Analysis should always precede action.

38. I am able to assess the climate of a group.
39. I tend to start a lot of new projects.

40. I perceive myself as decisive.
41. I am strong willed.

42. I am concise and cautious.
43. I prefer to take a steady approach to projects.

44. I like to start new projects.
45. I enjoy being spontaneous.

46. I enjoy supporting others to accomplish a goal.
47. I like to focus on one issue at a time.

48. I like to achieve.
49. I enjoy learning about others.

50. I like to get to the point.
51. Facts speak for themselves.

52. I use my imagination as much as possible.
53. I am firm and direct.

54. I am open and flexible.
55. Key decisions have to be made in a cautious way.

56. I strongly believe that people need each other to get work done.
57. I usually make decisions without thinking too much.

58. Emotions create problems.

59. I like to be around thoughtful and easy going people.
60. I like to be around passionate and collaborative people.
61. I try out my new ideas on people.

62. I believe in a systematic approach.
63. I like to get things done.

64. I like to nurture relationships.
65. I am driven and impulsive.

66. I am analytical and quality driven.
67. I am thoughtful and accepting.

68. I am outgoing and sociable.
69. I like to organize.

70. I usually jump from one task to another.
71. I tend to be empathetic and accommodating

72. I prioritize recognition and teamwork
73. I enjoy getting to know the people on my team.

74. I dislike when people waste my time.
75. I enjoy doing what I am good at.

76. I learn by interacting with others.
77. I find new ideas interesting and enjoyable.

78. I am patient with details.
79. I like brief, to the point statements.

80. I like communication that is considerate to others.

Leadership Style Self Assessment Scoring Sheet
Circle the items you have selected and add up the totals for each style (one
point per answer). The maximum is 20 per style and your total for the four
styles should be 40.
Style Circle your answer Total Score

(Max. 20)
Style 1 1 - 8 - 9 - 13 - 17 - 24 - 26 - 31 - 33 - 40
41 - 48 - 50 - 53 - 57 - 63 - 65 - 70 - 74 - 79
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
Style 1 = Drivers Style 2 = Socializers
Style 3 = Harmonizers Style 4 = Analyzers

Leadership Styles
Drivers (D)
Those with this style expect: May be perceived by others as:
Results Responsibility Laser focused (make it happen)

Objectives Directness Direct (to the point)
Performance Decisiveness Impatient (poor listeners)
Productivity Challenges Decisive (quick to make decisions)
Efficiency Achievements Competitive
Independence Change Risk taker

Socializers (I)
Concepts Collaboration Imaginative (full of ideas)

Innovation Creativity Influencer
New ways Opportunities Talkative (poor listeners)
New methods Possibilities Outgoing (friendly)
Improvements Optimism Unrealistic
Alternatives Enthusiasm Risk seeker
Harmonizers (S)
Relationships Thoughtfulness Empathetic

Patience Sensitivity Approachable (good listeners)
Support Humility Subjective
Teamwork Cooperation Accepting (patient)
Communication Reliability Perceptive
Feelings Understanding Slow to change
Analyzers (C)
Facts Accuracy Systematic (step-by-step)

Procedures Quality Logical (experience based)
Planning Objectivity Factual (skeptical)
Organizing Proof Detail oriented
Thoroughness Details Dependable
Timeliness Caution Overly cautious

Leadership Style Strengths
What can you do to maximize your leadership styles’ strengths better and
manage your shortcomings?

Wrap Up
• Realize that the more self aware you are, the more likely you are to reach
your own true leadership potential
• Utilize your self-awareness to maximize your strengths and better manage

your shortcomings
• Increase your Emotional Intelligence to achieve more successful results

leading and interacting with others
• Adjust your leadership style to meet the demands of the situation or the
needs of others

Module 2:
Authentic
Leadership
v2.1.19 Module 2: Authentic Leadership 23

24 Module 2: Authentic Leadership v2.1.19
Module 2:
Authentic Leadership
Authentic Leadership
Answer the following questions and fill in the blanks.
1. What does authentic leadership look like to you?
2. What do authentic leaders have in common?
• An overwhelming sense of
• Live by a strong set of
• Build relationships based on
• Set high standards for
• Lead with their , , and

Leaders You Admire
Answer the following question.
1. Think of a leader that inspires you. Why do you admire them? Write down
the leadership characteristics you associate with this leader.

Farther Than the Eye Can See
Watch the video and answer the following question.
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?

Authentic Leadership Scorecard
List your words and actions that correspond with the different authentic
leadership elements.
Elements Your Words & Actions
Trust
Competence
Fairness
Respect
Confidence

Wrap Up
• Build, manage, and project an authentic leadership image
• Role model positive leadership behaviors that motivate and inspire others
• Get results and inspire others to give their best

Module:
Power of
Communication
v2.1.19 Module: Power of Communication 39

40 Module: Power of Communication v2.1.19
Module:
Power of Communication
Effective Communication Behaviors
Describe a time at work when your message was not received as intended.
1. Why do you believe the communication was not successful?

2. What communication barriers got in the way?
3. What was the intent of your message?
4. Who was your audience?
5. How did you want to be perceived?
6. What would you do differently?

DISC:
Leadership Styles & Communication
Review the Four Leadership Styles, starting with Drivers and going around
the chart until you reach Analyzers.

Leadership Styles & Communication Videos
Watch the video excerpts and write down the leadership styles being
portrayed in each video.
1.
2.
3.
4.
5.
The Power of Communication
Refer to your assigned scenario and answer the question(s).
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?

3. You are on a ship where the highlight of the cruise is a port which all the
guests & crew cannot wait to see and experience. In the middle of the
cruise, in open sea, due to weather conditions at the port, the Captain
together with the shore side office decides to change the port because
of safety reasons (heavy rain, storm, strong winds) and go to another, less
attractive port. This will have a huge impact on guest and crew satisfaction.
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.
6. As a division head, you have a supervisor from country X managing staff

from other various countries, and is perceived as harsh with his dealings
and communication style. He comes across as always yelling, having
a sarcastic sense of humor, joking around and having a hard-to-read
personality; all of which are not well received by his team. Many of his team
members have complained to you, and they believe that his behavior has
a lot to do with the country he is from. How would you effectively address
this situation with that supervisor, and what ways can you offer support to
strengthen his leadership abilities?

7. You are near the end of a busy contract where many changes and
initiatives were introduced and implemented. Your crew, as well as yourself,
are tired and looking forward to signing off. Unfortunately, unexpected
environmental issues have resulted in a shortage of some key positions.
You have been informed that you, as well as some of your crew, will have
to extend your projected sign off date by at least one voyage. How will you
effectively communicate this situation?
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?
9. During the crossing, there have been numerous complaints from

guests regarding the noise coming from the crew back deck which is
disturbing them and ruining their vacation experience. As a result, the
ship’s management has decided to cancel all crew activities in that area
for the rest of the crossing. Your crew is upset with the policy and you are
concerned that this may impact guest service. List at least (5) steps you
would take to ensure crew and guest satisfaction.

Active Listening Skills (ALPS)
Active Listening Tips

Ask open ended questions that cannot be answered with just yes
or no — they begin with words like WHAT, HOW, WHERE, or WHEN
Encourage the other person to continue speaking by nodding your

head or saying words like “I see,” “Go ahead,” “Tell me more”
Keep an open mind; it is too difficult to listen while disagreeing

with the speaker at the same time
To demonstrate understanding of the message, restate it back to

the other person in your own words

Open-ended questions establish inquiry/investigation.
• What happened…?
• Where did you see…?
• When did this happen…?
• How would you like…?
• When…?
Close-Ended Questions confirm that you understood correctly.
• Do I have this right?

• Would you like us to…?
What else can you do to improve your active listening skills?

Wrap Up
• Listen and confirm understanding
• Adapt your message for different audiences
• Adapt your communication style to respond appropriately in

different situations

Module:
Coaching for
Maximum Results
v2.1.19 Module: Coaching for Maximum Results 57

58 Module: Coaching for Maximum Results v2.1.19
Module:
Coaching for Maximum Results
Skill / Will Model
Quadrant 1: High Skill – High Will (EMPOWER)

Quadrant 2: High Skill – Low Will (MOTIVATE)
Quadrant 3: Low Skill – Low Will (DIRECT)
Quadrant 4: Low Skill – High Will (GUIDE)

DISC:
Leadership Styles & Coaching

GROW Model
The four-step GROW model is a well-known coaching model.

Goal
• What do you want to achieve?
• What is the time frame?
• How will you know when you achieved the goal?
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?

Crew Satisfaction Survey
Royal Leadership Questions:
1. I received the training I needed to do a good job.
2. I received clear work instructions from my supervisor.
3. My supervisor effectively communicated with the people in my department.
4. The performance evaluation process on board is fair.
5. My supervisor helped me set goals.
6. My supervisor told me when I was doing a good job.
7. My supervisor gave me timely feedback.
8. My supervisor set a good example for me to follow.
9. My supervisor was supportive
10. My supervisor was good at coaching me on the job.
11. I am satisfied with my immediate Supervisor.
12. I am satisfied with my Division Head.
Celebrity Leadership Questions:

1. I receive clear instructions about what is expected of me at work.
2. My supervisor helps everyone work together as a team.
3. My supervisor evaluates my performance honestly and fairly.
4. I feel comfortable talking to my supervisor about my ideas or concerns.
5. My supervisor helps me to learn and become better at my job.
6. During this contract, my supervisor has recognized me for doing a good job.
7. I receive the training I need to do a good job.
8. I feel appreciated for doing a good job.
9. Management on Celebrity Cruises inspires and motivates me to do my
very best.

Applying the GROW Model
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 Feedback
It’s great to do this in public or in front of others!
1. Describe the specific behavior.
2. Describe the positive impact on you, them, the guest, or team.
3. Share your appreciation.
Reinforcing Examples:
A guest interaction that made the guest feel special.

• Following up on guest requests.
• Knowing and using guest names during interactions.
• Memorizing guest preferences and providing without being asked.
Doing the right thing when they thought no one was watching.
• Picking up trash on the floor.
• Pushing seats back in towards the table as walking by.
• Picking up empty glasses, bottles or cans left in odd places.
Anticipating guests needs by providing extra service before a guest requests.
• Being attentive to the needs of older adults or families with children or
individuals with disabilities or special needs.
• Showing a fellow employee or guest that they care.
• Showing a new hire to their work station or around the ship
• Personally escorting a guest rather than just giving verbal directions.
• Holding a door for a guest.
Observing a safety hazard and doing something about it
• Liquid, glass, or any debris on the floor.
• A door that does not close properly.
• Show a fellow crew member how to lift properly.
• Leaving items unattended and creating safety hazards – vacuum with
electrical cord stretched across corridor.

Redirecting Feedback
Always do this in private!
1. Start the conversation with something positive.
2. Describe the specific behavior, and find out what happened…
3. Explain the impact or potential impact when a policy is not followed, a task is
not accomplished, or when actions or behaviors do not meet standards.
4. Ask for input or suggestions.
5. Reach agreement on changing the behavior.
6. Show your support.
Redirecting Examples:
Time and Attendance Procedures

• Late for work.
• Staying beyond the scheduled shift and working unapproved overtime.
• No show, turns into a ship-wide search.
Grooming and Appearance Policy
• Hair tied back with decorative accessories that are unprofessional.
• Nail polish color.
• Unclean uniform.
• Wearing excessive jewelry.
• Guest Interactions
Verbally disagreeing with a guest.
• Saying it’s not my job, go to Guest Relations.
• Telling guests you’re a new hire so you don’t know.
• Being too casual in your conversation with a guest.
Job Performance
• Not maintaining your work area according to USPH standards.
• Not following OPP compliance guidelines.
• Supervisors coaching with a disrespectful tone/demeanor when following up
on crew member assigned tasks – especially in front of guests.
• Leaving items unattended and creating safety hazards – vacuum with
electrical cord stretched across corridor.
Redirecting Feedback Activity
Refer to the sample scenarios below to practice redirecting feedback in one

minute or less.
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,

you notice your new Junior Guest Relations / Services Officer show up to
participate in the event wearing a pair of tight jeans, platform heels and a
tight top with her name tag on ready to play the tournament.
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?”

Wrap Up
• Define coaching
• Effectively apply the Skill / Will Model
• Effectively apply the GROW Model

Module:
Delegating for
Peak Performance
78 Module: Delegating for Peak Performance v2.1.19

v2.1.19 Module: Delegating for Peak Performance 79
Module 3:
Delegating for Peak Performance
Delegation Video
Empowerment Best Practices
Discuss the best practices to empower your team. Describe specific

examples; how you empower employees to take initiative, make decisions,
and solve issues.

DISC:
Leadership Styles & Delegation

Phases of Delegation
Phase 1: Plan Phase 2: Discuss
Define the task and who Explain in detail exactly
has the skills/time to do it what needs to be done
Clearly outline the who, Set up a timeline and

what, where, when, how, determine how results
and why will be measured
Phase 3: Follow-Up Phase 4: Appreciate

Monitor progress of the Review results and give
work on target dates feedback
Ask for feedback and Use this opportunity to

solicit ideas to resolve show your appreciation
problems for their efforts
Delegation
Using the Four Phases of Delegation, delegate the task identified in the
example scenario below with your group.
• Working on schedules is a complex and time consuming task. Your

Department Head wants you to manage the process however; you just
found out that one of the crew members within your team use to be
an analyst and did some accounting. You know that this team member
is aspiring to climb the management ladder and has been asking for
opportunities to prove them self. How are you going to delegate this task
and measure the outcome?
• 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

each department needs to submit their findings / recommendations. How
are you going to delegate this task to your mid-level managers?
• 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

about being underage and that he cannot be served alcohol. As the GSM/
HD, how will you deal with this situation to regain Mr. Smith’s confidence in
our company, and to ensure the situation does not happen again? Does this
situation present an opportunity for employee empowerment?
• 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?

Wrap Up
• Identify when and when not to delegate
• Identify delegation roadblocks
• Apply the Four Phases of Delegation

Module:
Leading Others
Through Change
92 Module: Leading Others Through Change v2.1.19

v2.1.19 Module: Leading Others Through Change 93
Module:
Leading Others Through Change
Leading Change Video
Change Management Self Assessment
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.
1: Rarely to Never 2: Some of the time 3: Often to Always
When a change is announced, I make sure I have a

1 1 2 3
clear picture or vision of the intended outcome.
While managing a change, I ensure the appropriate

2 1 2 3
resources are allocated to make the change work.

I make sure to communicate to my employees the
3 1 2 3
purpose or rationale for a change.
Through my actions and statements, I consistently

4 1 2 3
demonstrate my support for the change.
I clearly communicate the standards and

5 1 2 3
expectations of new behaviors during a change.
During the change, I open the lines of

communication to allow for ongoing feedback
6 1 2 3
and information sharing between me and my
employees.
I provide positive reinforcement when I observe

7 1 2 3
employees demonstrating the new behaviors.
I have a process in place for following up and

8 1 2 3
reporting on my team’s progress during the change.
I take time to rehearse the new behaviors

9 with my employees through practice, simulations, 1 2 3
or demonstrations.
I make sure that my employees regularly know how

10 1 2 3
well they are meeting the change expectations.
I recognize key milestones of the change with

11 1 2 3
celebrations, rewards, or other acknowledgment.
I take steps to ensure that employees affected by

12 a change have the knowledge, skills, and abilities 1 2 3
necessary to make the change work.
I make myself easily accessible for answering

13 questions or information-sharing during times 1 2 3
of change.

I actively seek input from employees concerning
14 1 2 3
challenges, expectations, and concerns.
I believe it is important to lead, manage, and

15 1 2 3
support change in an effective and energizing way.
Total
Change Map

Planning for Change
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.
Choose one of the following change scenarios:
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?

3. Due to years of continuous poor crew food ratings on crew satisfaction
(display trend report), the company has decided to double its yearly merit
increases this year only, revamp the crew food matrix with more flexibility
and higher quality food, and the implementation of a measly fee of $2.00
per lunch and $1 per dinner charges in the crew messes. All revenue will
go back to improve the quality of food onboard. How are you going to
effectively implement this change, and ensure it is successful?
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?

Reflect, Write, Share
Answer the following questions:
• One thing I learned...

• One question I have...
• How will I apply what I’ve learned...

Wrap Up
• Become a successful change agent
• Develop an effective change plan and prepare the team for a

successful transition
• More effectively manage resistance to change

Appendix
v2.1.19 Appendix 111

RCL Core Competencies
Leader of Self Leader of Others Leader of Leaders
Core
Professional Managerial Executive
Competency
(Analysts/Sr Analysts) (Leads/Managers) (Directors and above)
Business Demonstrates the

Acumen knowledge, skills, and
abilities to perform
their job
Understands how their

role contributes to
business goals
Cultivates Demonstrates a passion Applies knowledge of Establishes

Customer First for service and internal and external organizational rigor to
commitment to deliver a customers globally; develop deep customer
superior brand-sensitive understands the knowledge, capitalizing
customer experience implications for service on new technologies
requirements to enhance service
Demonstrates relevance
knowledge of internal Ensures that new ideas
and external customers for the creation of
globally; understands customer value are
the implications for cultivated and celebrated
service requirements
“Owns” the customer Creates and fosters an
experience atmosphere that invites
“ownership” of the
Develops deep customer experience;
customer knowledge promotes development
and capitalizes on new of deep customer
technologies to enhance knowledge and capitalizes
service relevance on new
technologies to enhance
Collaborates to develop service relevance
new products and
services Drives collaborative
development of new
products and services
Acts with Has an innate sense of Is admired as a business

Integrity right and wrong and will leader whose character is
not compromise those beyond reproach
values to achieve desired
results Sets the standard for
ethical behavior by
Acts as a role model at promoting and modeling
all times RCL’s core principles and
values on a daily basis
Holds team accountable

for the same ethical
standards
112 Appendix v2.1.19
Core
Competency
Drives Demonstrates the Fosters a climate of Establishes fact-based,

Profitable skills and knowledge high standards for market leading
Growth required to perform team performance and performance objectives
the job rewards team members and a roadmap for
accordingly superior execution
Understands how
role contributes to Determines and Holds teams accountable
business goals, including takes the appropriate for the delivery of results
expense control and risks to achieve growth— and rewards team
revenue generation acting with speed, members accordingly
courage, and conviction
Holds self accountable Innovates and drives new
for delivery of results Manages budgets and solutions to advance
resources appropriately performance on
Sets and maintains product, customer, and
high-standards for own organizational fronts
performance
Invests wisely, ensuring
Uses resources the right balance
appropriately between shareholder
return today and long
term market leading
performance
Leads with Emulates pride, passion, Models transparency

Passion, and commitment for and respects all levels
Drive, and their job and conveys of employees, creating
Energy excitement and a positive and productive
enthusiasm for the work environment
organization
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

Core
Competency
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
Fosters respect, Encourages healthy

teamwork, and debate and resolves
collaboration conflict, especially when
the stakes are high and
the outcomes uncertain
Attracts and Communicates company’s Motivates employees

Develops vision, strategy, and goals to perform at their best
Talent by communicating the
Performs open, honest, enterprise’s vision,
and timely performance strategy, and business
discussions and appraisals; plan
encourages two way
dialogues Delegates decisions to
the right people and
Manages the talent provides teams with
process, attracts and appropriate information,
selects a strong and autonomy, authority,
diverse team tools, and resources
necessary to carry out
Actively coaches team their responsibilities
members; provides
challenging assignments,
feedback, and insight into
their behavior and
performance
Provides team with the

tools and resources
necessary to carry out
their responsibilities
Supports the
development of individual
and organizational
capabilities
114 Appendix v2.1.19
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
Works effectively and influences vastly different stakeholders (shareholders,

customers, and labor groups to industry analysts, government, and regulatory
entities) on a global stage
Forges common ground among parties holding diverse, often conflicting interests;
manages the demands of running a division/department
Demonstrates strength and confidence without arrogance
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
Grasps the implications of geo-political and economic dynamics on the business

and integrates the likely impact into the strategic plan
Balances the right local representation with the right global presence
Evaluates and ensures execution of strategic initiatives in the global arena;

capitalizes on potential opportunities while managing cost
Understands and respects cultural differences, working effectively within a

culturally diverse environment
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
Senses market conditions and dynamics, particularly how to make money on a

sustained basis while minimizing financial and operational risks
Converts business opportunities into commercial gains
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
Inspires and motivates others to commit to the vision

Alps 1

Încărcat de

Informații document

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Alps 1

Încărcat de

Drepturi de autor:

Formate disponibile

PARTICIPANT WORKBOOK

Module 2: Authentic Leadership

Module: Power of Communication

Module: Coaching for Maximum Results

Module: Delegating for Peak Performance

Module: Leading Others Through Change

v2.1.19 Module 1: Leadership Self Awareness 1

Answer the questions below.

1. Can you recall a leader and define their brand?

2. How will you build your personal leadership brand?

v2.1.19 Module 1: Leadership Self Awareness 13

Write down the main takeaways from the video.

Leadership Style Self Assessment

1. If there is a problem, I take action immediately.

3. I believe in working steadily toward accomplishing a goal.

5. I am interested in looking towards the future to see what could be.

7. I like to attend well organized group meetings.

9. I cannot stand excuses.

14 Module 1: Leadership Self Awareness v2.1.19

13. I want to set up my own objectives.

15. I basically try to understand other people’s emotions.

17. Once goals are established, I like to set my own course.

19. I tend to hold my feelings back.

21. I am enthusiastic and energetic.

23. Planning is the key to success.

25. I am calm under pressure.

27. People say that I am patient and a good listener.

29. Cooperation is a key word for me.

31. I like competition and to work on challenging projects.

33. I learn by doing.

v2.1.19 Module 1: Leadership Self Awareness 15

37. Analysis should always precede action.

39. I tend to start a lot of new projects.

41. I am strong willed.

43. I prefer to take a steady approach to projects.

45. I enjoy being spontaneous.

47. I like to focus on one issue at a time.

49. I enjoy learning about others.

51. Facts speak for themselves.

53. I am firm and direct.

55. Key decisions have to be made in a cautious way.

57. I usually make decisions without thinking too much.

16 Module 1: Leadership Self Awareness v2.1.19

61. I try out my new ideas on people.

63. I like to get things done.

65. I am driven and impulsive.

67. I am thoughtful and accepting.

69. I like to organize.

71. I tend to be empathetic and accommodating

73. I enjoy getting to know the people on my team.

75. I enjoy doing what I am good at.

77. I find new ideas interesting and enjoyable.

79. I like brief, to the point statements.

v2.1.19 Module 1: Leadership Self Awareness 17

Style Circle your answer Total Score

Style 1 = Drivers Style 2 = Socializers

Style 3 = Harmonizers Style 4 = Analyzers

18 Module 1: Leadership Self Awareness v2.1.19

Results Responsibility Laser focused (make it happen)

v2.1.19 Module 1: Leadership Self Awareness 19

Concepts Collaboration Imaginative (full of ideas)

Relationships Thoughtfulness Empathetic

Facts Accuracy Systematic (step-by-step)