Carnival Cruise Line’s Post

Lisa Lutoff-Perlo - CEO, Celebrity Cruises Respect isn't just for the C-Suite. We all want a workplace where everyone feels valued – from the cleaning crew to the cruise line captain. But saying it and doing it are two different things. Industries get entrenched in outdated hierarchies. Egos clash, experience trumps fresh ideas. Saying "culture, culture, culture" doesn't magically solve this. So, what actually works? 1. It starts at the top (duh). If leaders don't model respect, it's dead in the water. 2. Trickle-down culture is real. I set the tone, but my team keeps me accountable. We lead by shared values, not just titles. 3. Numbers matter, values matter more. We track business metrics like hawks. But how we achieve those goals defines us. Are we playing as a team? Do we do the right thing, even when it's hard? This is the messy, everyday work of building a respectful workplace. It's about holding each other accountable, nurturing talent, and always questioning if there's a better way to get the job done. What's your take? How do you build a culture where everyone's contribution is valued?

Lisa Lutoff-Perlo - CEO, Celebrity Cruises Respect isn't just for the C-Suite. We all want a workplace where everyone feels valued – from the cleaning crew to the cruise line captain. But saying it and doing it are two different things. Industries get entrenched in outdated hierarchies. Egos clash, experience trumps fresh ideas. Saying "culture, culture, culture" doesn't magically solve this. So, what actually works? 1. It starts at the top (duh). If leaders don't model respect, it's dead in the water. 2. Trickle-down culture is real. I set the tone, but my team keeps me accountable. We lead by shared values, not just titles. 3. Numbers matter, values matter more. We track business metrics like hawks. But how we achieve those goals defines us. Are we playing as a team? Do we do the right thing, even when it's hard? This is the messy, everyday work of building a respectful workplace. It's about holding each other accountable, nurturing talent, and always questioning if there's a better way to get the job done. What's your take? How do you build a culture where everyone's contribution is valued?

Great message Chad Gono and Anthony J. Papageorgiou. I might modify a little, "Start hiring the attitude and personality." Those intrinsic qualities will not shine through on a resume or application. Nor will they be discovered in a traditional interview. Allow your background checks to confirm technical qualifications. Design your interview to discover the personality, and then add the personalities you need. Your teams will be happier and more productive when the chemistry is right. #leadership

Wow. It turns out I've spent the last 10 years in hospitality. Time flies! I'm just about to turn 33. When I started in hospitality supervision/management, I was always looked at as the young buck who didn't know what he was doing. Trust me, I always knew what I was doing. I was just the young buck. Nowadays, I look back on those early times fondly. It's always interesting to see how far you've come. So, what has been my biggest takeaway after so many years of boutique Front Office management? To recognize your place in the perspective of your employee's story. Do you want to be the manager your team complains to their coworkers or spouses about? Or are you the manager who fights for your team, uplifts them, and pushes them to realize the potential that they can't even see yet? A manager's unspoken duty is to mentor. That is an indelibly true measure of success. Be the manager who sees the young buck and thinks to themselves, "I think he knows what he's doing!"

What does our Swire Hotels’ Employee Value Proposition “The Difference is You!” mean? While this may sound as yet another “company Value statement” of embracing a diverse group of individuals at workplace, it goes much deeper and much more personal for me. For the last 5+ years here, I have experienced some truly inspirational moments: 1. Leader here embrace our growth. I have like 4-5 of conversations about my career thoughts and paths every year with very senior people in the company, and I truly appreciate them. 2. All team members here in Hong Kong are genuine and … vulnerable, in a very positive way. They are really ready to open up about life and sharing ups and downs. While no teams or individuals are perfect, and they are bound to have a real level of turnover or struggle at times, the overall embrace of these highs and lows, and the bonding thus created, are remarkable. (Of course we also share jokes, food, travel and sports stuff every day). 3. The teams at various hotels are so creative and amazingly focused at serving our customers well. I’m forever grateful for hosting all the parties in the hk hotels , Miami nba jersey, middle house special food, temple house hosting my parents with personalized tea gifts and calligraphies (both being my mum and dad’s personal favourites), and I’m currently enjoying my two stays in Beijing as I’m typing this note. 4. And finally the legal team, who fully embraced me as a … let’s call it very different lawyer or person than a lot of the legal industries’ people they had met. The daily acceptance from you guys are the true reason why I’m driving hard. And this includes all the interns that we have met and learnt from as well. Perhaps a lot of companies talk about a culture or a value – and they go ahead and find the people that fits to those value. I used to believe in this as well. The way Swire Hotels however has now chosen is to humble itself as a ‘legal person’/company, and let the people direct the company. Let the people and each individual to shine and be themselves. This is no doubt much harder and a very ambitious goal especially when it comes to unity and inclusivity. However , For I have experienced so much love here from all of you to embrace me as an individual, this has also now become a personal goal of myself now, to continue bring the best every day at work and in life, to be part of the team to inspire to think differently and bring out “the Difference is You!” life to our guests, teams, and partners.

Glenda Lee, CHI, CHSP is a workforce development leader specializing in bringing young adults into hospitality. After a long hotel sales career, Glenda spent a few years in the classroom and learned all kinds of things about what early career candidates are looking for at work. Hint to hotels: Rethink your rules and regulations. Susan and Glenda talk about first-time professionals and obstacles to hotel career success. What you'll learn about in this episode: 📚 First-time professionals: what they are and how your hotel or company can set them up for success 📚 DC hotel culture and how it has changed 📚 How to do a better job of retaining new hires 📚 Why seeing the world makes you a better employee (and leader) 📚 The silly stuff hotels should stop caring about Listen here: https://lnkd.in/eYJ-9mWd

I love this “learning opportunities that educate our people for life and not just for the job at hand” When I step in to work with teams in the hotels and restaurants I engage, my first goal is to understand where people are at and what their dreams and aspirations are for the environments they work in before I even start training. As a trainer we should be equipping people for not only their current roles but to grow into the future. Take a look at this great insight below. #makingmagichappen

Next time when you say: I CAN DO THIS CHEAPER, I want you to remember this post! From super-yacht crew to corporations, every role shapes our market! Whether you're a business or a crew member, lingering in the middle of the marketplace spells trouble. It doesn't benefit the industry, nor does it serve your personal growth. It's a clear signal to elevate your game, especially if this industry puts food on your table. ** At the bottom lie those who offer usable but inferior-grade services. They're simply out to make a quick buck, lacking concern for professionalism or quality. Yesterday they were bartenders, today they're skippers, and tomorrow they'll shift to whatever pays the bills. In my professional world, they're the "one-man show" types, the kind that can fix all issues in their village, but quick to pivot when things go south. ** At the top are individuals and companies that offer premium services to those who know the service and value quality. Whether it is a crew or the company, they know their value, they can articulate it, they are well presented, well-mannered, respectful, know how to communicate, have understanding of their own importance and the importance of others who work along with them. They need no introduction; always pushing boundaries, improving, and serving their community better. They inspire competitors and uplift complementary companies, fostering collective growth. ** But the middle, middle is all about price! So why is that worst? Well, these individuals and companies cater to discount chasers. Engaging in price-based negotiations signals defeat, as there's always someone cheaper. Not only does this diminish your value and amplify replaceability, but it also harms the profession. As a captain or crew member, it implies negotiable standards and a lack of recognition of your value. Companies adopting this approach always pay low, devaluing their employees, resulting in a workforce of subpar talent. This stifles company and personal growth. Ultimately, owners who value quality will demand quality, and always pay for it. In the world of super-yachts, expertise is essential, but professionalism is non-negotiable. That is how you serve your community and protect your profession. So next time, before you offer to do it cheaper, can you think of how you can do it better? Inspired by Vusi Thembekwayo. Amazing lesson Vusi.

the feedback that I have had when going to a operation is Good and the feedback I give is if your Manager is bringing someone like me in then he is taking a interest in your development. It is to be expected you cannot expect even the most committed employees to remain motivated, without demonstrating your commitment to their success. Every time you provide an employee with the opportunity to build new skills and knowledge, you make a direct contribution to their future. It’s no secret that a motivated workforce is also a productive, efficient and loyal workforce. The more you put in by way of training and development, the more you can expect to get out as a result. Employees are the backbone of any company. They are the ones who spend their time and energy to make sure that the Hotel/Restaurant is running smoothly. They do this by working hard, following procedures and staying committed to their work. However, in order to make employees feel valued and appreciated, it is important for companies to give them a sense of purpose in their work and provide them with opportunities for growth.