June 5, 2024 • 34 mins
Recognized for her leadership, Dondra Ritzenthaler now sets sail toward a new horizon, taking the helm as Chief Executive Officer of Azamara Cruises, the award-winning, luxury cruise line based in Miami, Florida.
Dondra recently spent time at BU School of Hospitality as the Howard Johnson Executive in Residence, inspiring students and faculty with her passion for learning and mentorship. Dondra shares her outlook on leadership and professional development and the excitement of moving from an executive leadership role to becoming a CEO for the first time in her career.
For those who remember the hit show in the 1970s and 1980s, "Love Boat," you will be pleased to know that we couldn't resist asking Dondra which character she liked the most! (You probably can guess who it is, even before you listen to this podcast!)
The “Distinguished” podcast is produced by Boston University School of Hospitality Administration.
Host: Arun Upneja, Dean
Producer: Mara Littman, Executive Director of Strategic Operations and Corporate Relations
Research and Content Creation: Lan Lu
Marketing: Anne Dawson
Editing: Isabella Laikin and James Leon
Music: “Airport Lounge" Kevin MacLeod (incompetech.com)
Licensed under Creative Commons: By Attribution 4.0 License
http://creativecommons.org/licenses/by/4.0
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SPEAKER_01 (00:04):
After an illustrious 40-year career in the travel
industry, what's the nextadventure for executive Dondra
Ritzenthaler?
Recognized for her leadership atCelebrity Cruises, Dondra now
sets sail towards a new horizon,taking the helm as Chief
Executive Officer of AsmaraCruises, the award-winning
(00:24):
luxury cruise line based inMiami, Florida.
Dondra joins us as the HowardJohnson Executive in Residence
at BU School of HospitalityAdministration during her time
between roles to refuel herpassion for learning and
mentorship.
In this special episode of ourleadership series, Dondra shares
her inspiring vision ofleadership.
(00:45):
I'm Arun Rupneja, Dean of BostonUniversity School of Hospitality
Administration, and Dondra joinsus in our Boston studio the day
before our hospitalityleadership summit for an
engaging discussion.
Welcome Dondra to thedistinguished podcast.
SPEAKER_00 (01:01):
Thank you so much.
I'm thrilled to be here.
SPEAKER_01 (01:04):
You've had a year to recharge since announcing your
departure from celebrity cruisesafter a 20-year tenure.
So, what has it been like tochange your focus and likely
your pace?
What were some of your takeawaysduring this time of reflection
or perhaps reprieve?
SPEAKER_02 (01:20):
Well, it's been a little bit of everything.
First of all, it's been a greatopportunity to recharge and
reassess.
And I have been able to do that.
But honestly, I've also reallymissed the energy and the action
of, you know, being in a workenvironment every day.
(01:41):
And people often say, I can'tbelieve that you're saying that,
but it's actually true.
I have taken the opportunity tolearn Spanish.
I have actually gotten my scubadiving certificate because my
family had done that and Ihadn't.
And honestly, it's given me timeto think about what kind of
leader do I want to be?
(02:02):
What kind of culture do I wantto make sure that I create now
being given the opportunity toactually be a first-time CEO?
So while it has been almost ayear, and humbly and honestly,
I've cleaned out everything inmy home, it has given me the
opportunity to reflect and toreally think about what kind of
(02:23):
leader I want to be when I havethe opportunity to start.
SPEAKER_01 (02:26):
Right.
Very few people get thatopportunity.
And I've spoken to many peoplewho step down, and you know,
many of them say, when I'm inthe office, I've got emails,
I've got people walking into myoffice all the time, and then
suddenly it's like a cliff.
There's nothing.
No emails, no people walking in,nobody wants to help, nobody
(02:46):
inviting you.
So it's it's a hard transitionat the beginning, right?
SPEAKER_00 (02:50):
I think the beginning is the hardest, right?
SPEAKER_02 (02:52):
Because it is a just like a light switch on and off,
right?
And then after a couple ofmonths, you actually start to
love it.
And you just think this is thebest thing ever.
And then a few months more go byand you actually start to miss
it.
So it you do see yourself kindof going through an evolution.
And for me, I think it's becauseit's certain at a certain point
(03:15):
I knew that I was coming back.
And so, you know, you mentallystart to get your mind ready.
And now I'm so close tobeginning because I start May
13th.
And so I'm on the countdown now.
SPEAKER_01 (03:29):
Wow, what an interesting time.
So you're embarking on a newchapter in your career as CEO of
Cruise Line.
Uh, this is the first timeyou're in the CEO role, as you
mentioned.
How did this opportunity comeabout?
SPEAKER_00 (03:42):
And what is most exciting about this opportunity?
SPEAKER_02 (03:46):
So, first of all, I'm so humbled and honored to
have to have this opportunity,because not everybody is
fortunate enough to have anopportunity like the one I've
been given.
When I very first decided to atthe time retire, I really
thought that I was done.
And then when this opportunitycame up, I just couldn't turn it
down because having the beingblessed enough to be the CEO of
(04:10):
a company is just something I'vealways wanted to do so I could
create the atmosphere I wanted.
And honestly, I think the reasonthat it did come about is that
one of the people that are onthe board of the company that
I'm working for, I used to workfor him.
And I think in life, many, manytimes it happens like that
because he knows what I'm liketo partner with.
(04:33):
He knows what my work ethic isand and and if I am that I was
capable and am capable ofleading a team to really great
success.
And really that's the reason Iwas given this opportunity is
because I worked for him and Iworked very hard for him and and
got results.
And I think in life, it'susually about that.
(04:56):
There's usually somebody thatyou know that you've proven your
worth to that then gets in aposition to where they help you.
And that's also why I want to dothe things that we're doing
today, because I would like topay it forward the way that
people that mentored me alongthe way did for me.
(05:17):
And so that's one of the reasonsI wanted to do this.
And I really do believe thatthat's the reason that I am
given this opportunity to make adifference for as Amara Cruises.
SPEAKER_01 (05:27):
You know, Dandra, um, many times people are
working in organizations andthey look at their leader and
say, you know, I wouldn't do itthis that way, I wouldn't do
that way, or if I was a leader,I would do this way.
Sometimes you have role models,sometimes you have amazing
leaders, and you say, you know,I want to emulate that.
So what are some of thosethoughts in your mind when you
(05:49):
took on this role?
SPEAKER_02 (05:51):
You know, it's funny because you learn from people
that you watch that you want toemulate, and you also learn from
the things that you don't wantto emulate, right?
If I'm being completelytransparent, which I know you
want me to be, um throughout my40 years of being in business, I
have seen extraordinary leadersand I've seen leaders that I
(06:11):
would go, um, I wouldn't dothat.
And what I'm gonna do is takeall the things that I learned
and I'm gonna wrap them up intomy leadership style and create
the culture that I think willget extraordinary results
because my leadership style ispeople first.
(06:32):
You know, I want people to knowthat I value them.
I want people to know that Icare about them as people.
And I want to be in anatmosphere where we're all
really driven, but side by sideto hit that finish line of, you
know, whether it be Ebida orwhatever the results are.
And I think learning from thepeople that I've had in my past,
(06:55):
I think are gonna set me up.
You know, I'm gonna give you anexample.
One of my mentors years agosaid, Dondra, don't make the
mistake that a lot of peoplemake.
And that is when you hirepeople, don't surround yourself
with people that are just likeyou, because that's a comfort
zone.
And people will absolutely dothat.
(07:16):
He said, What I want you tothink about, and what I'd like
to see you do, is to surroundyourself with people that are
really, really good at thethings that you either aren't as
good at or you don't like?
Surround yourself with peoplethat are really good at those
things and then listen to them.
And that type of leadership andthat type of mentorship, I
(07:39):
think, has been really helpfulfor me in my journey to get to
where I am today.
SPEAKER_00 (07:44):
So then let me follow up on that.
SPEAKER_01 (07:46):
Um so how do you think a CEO can influence a
positive work culture or thework culture that you want to
bring in, uh, particularly in acompany where it's a it's a
well-established company, it hasbeen operating for many years,
and there is um, you know,obviously senior leadership in
place and middle management andeveryone is in place.
So, how do you think a C a newCEO coming in is gonna be able
(08:10):
to influence um and create apositive work culture, the work
culture that reflects yourstyle?
SPEAKER_02 (08:17):
It's a terrific question.
And I think first and foremost,it's listening.
You know, that it's such asimple skill, but to come in and
really listen, I really want totake 90 days to listen to the
team, learn from what they'retelling me, assess numbers and
data, and really start todevelop what I think is not only
(08:42):
the right culture, the rightstrategy.
Do we need to modify thestrategy from the team that's in
place?
But it really boils down toshowing people that you respect
and value them, listen to them,and then very, very, very much
work with them as a team.
You know, the best leader andthe best teams are very
(09:03):
difficult if you were coming inand looking at a team to know
who the leader is.
And that to me is what I believeI can influence the team by
really, really walking the walkof being that type of leader.
SPEAKER_01 (09:18):
So um in terms of a few minutes ago, you mentioned
that you use the word mentorsand mentorship.
So um you worked with manyleaders.
Can you talk about your mentorsand what did you learn from this
person?
SPEAKER_00 (09:32):
Perhaps if you even want, you could name someone.
Sure.
SPEAKER_02 (09:35):
So I've had several mentors in my life in my career,
uh, or really even go back.
And this might sound corny tosomebody who's listening, but my
first mentor was my mom, which Iknow is so silly, but it's true.
She really taught mecompetitiveness and
collaboration just as a littlechild, right?
(09:55):
And then as I, you know, wentthrough high school and then
college and then really got intothe work world, you know, Jack
Williams was the mentor that Imentioned in the earlier
question, and I really owe a lotto him.
And then when I got to RoyalCaribbean Group, which was part
of the celebrity organization, Ihad Richard Fain, who was the
(10:15):
chairman of the board, who Ithink was really one of the most
terrific leaders I've ever hadthe privilege of working for.
And then Dan Hanrahan, who wasmy president when I was senior
vice president running globalsales, is the gentleman who is
now on the chairman of theboard, and that's the reason I
got to come.
But every single one of thethree of those gentlemen, I
(10:39):
think the reason that they weresuch good mentors to me is that
they never tried to put me inthis box, right?
Because oftentimes you see CEOsand you think that's what a CEO
is supposed to sound like orlook like or act like.
And honestly, I have never beenlike that.
I've always been a little bituh, I guess maybe
(11:02):
unconventional, and I'm notreally um super structured to
where everything has to be acertain way.
I listen to people and I pivotand I and I learn from them and
then I leverage that.
And I think those mentors wereso good to me because they
(11:23):
allowed me to be who I am, thathas actually led me to the
success that I've had to bewhere I am today.
So to me, what that says is thatif you will be who you are and
not try to fit into a box, Ithink you'll be more successful,
(11:43):
especially if you have people inyour life like the people I
mentioned that take that and andreward you with it by continuing
to give you more and andteaching you more and then
letting you lead the way youwant to.
SPEAKER_01 (11:58):
And you know, I felt that too when I had my first
meeting with you.
I did not see that there, youknow, for many CEOs you talked,
and I talked to so many of them.
There is like a wall, there is,you know, a glass wall that I am
seeing them, but I'm not trulyseeing them.
But with you, instant there wasinstant, you know, I gelled and
I said, okay, I really like thislady.
So I'm so happy that she'staking on this role and so happy
(12:21):
for the company that she's goingto and privileged to know you.
So I was very enjoyed talking toyou.
Um so you you had a long careerin sales and marketing.
And um to some extent, I thinksales and marketing is key to
the success of any cruise linesbecause you know you need to be
able to fill the ships, um, soto speak.
(12:43):
So motivation, drive, andoptimism are some of the
characteristics that you need tosucceed in sales and marketing.
So obviously you'll bring all ofthose.
And so, what are some of thequalities that you're gonna
bring to this role?
And you can add or subtractanything you like.
And how do you think that'llapply to your job as a CEO?
SPEAKER_02 (13:01):
So you're exactly right.
And you know, when you're in thesales and marketing side of a
cruise line, you do have to,first of all, you have to have
incredible relationships.
So very much a relationshipbusiness.
Secondly, you do have to haveincredibly intense drive to get
results.
I mean, really, really.
But you also then have to listenand you have to be willing to
(13:28):
pivot because we all know thelast several years have been
kind of crazy, and and I'm surethe next several will have
twists and turns as well.
But I think moving now into aCEO role is I don't have to be a
functional expert of oneparticular area like sales and
(13:49):
marketing.
The team that is there, I knowthem.
I haven't been able to work withthem yet, but I really know them
and they're terrific.
So I'm very lucky that I'vealready got a team when I do get
to start that's just on fire,just doing everything right,
just motivating their employees,wrapping their arms around the
(14:09):
customers, and I think they'redoing things right.
What I want to do is now pullmyself out of that and become
the leader and make sure thatwe've got the right strategy in
place and then allow them theautonomy and the empowerment to
actually then go execute on thatstrategy.
(14:32):
And I will be there leading andmaking sure that if we do have
to change or if we get offcourse, I will certainly be
there to be a part of the team.
But I really look forward to nowcreating the strategy with them,
executing with them, and justleading the organization into
that next level of directionthat we're gonna go as a team.
SPEAKER_01 (14:57):
Is it going to be hard for you when you start
functioning as a CEO to lookmuch more in-depth and detail at
the sales function, themarketing function, and and try
to provide them with moreguidance than the ops team or
some other team?
Do they have to look at theirbacks to see, okay, she's
watching.
This is her area, this is herarea of expertise.
SPEAKER_02 (15:19):
You know, I I don't think I'm gonna have a hard time
with that.
Uh, you know, sales andmarketing comes naturally to me
because I've been doing it forso many years.
Right.
But I also really want to bedisciplined, to not give in to
the temptation of going thereand giving more than I should
(15:41):
because it's a comfort zone.
I really want to pause, take astep back, think about the brand
as an entire brand, not piecesof it, and make sure that I give
leadership and guidance to allof them.
(16:02):
And frankly, I think I'm gonnaspend more time with the finance
and the hotel operations and thefood and beverage and the marine
side, because that's the sidethat I don't know as well.
And let the people that are thatare really doing a terrific job
keep on doing a terrific job.
And then if they do ask me,definitely I'll give them my
(16:25):
feedback.
SPEAKER_01 (16:27):
So if if whenever we put this up, and I'm sure
they'll be happy to listen towhat you just said.
One of the things, you know, wetry to, you know, you've been in
such senior positions all yourlife.
And uh sometimes work can beall-consuming, and you take the
work home and at night and inthe morning for breakfast.
So have you managed a goodwork-life balance?
(16:48):
And and this is more for thestudents who are coming in.
Yeah.
Um, how do you manage to find abalance in your career?
SPEAKER_02 (16:56):
So I'm so glad that you asked me that question
because I hope that the studentsreally hear what I'm gonna say.
Because I don't think for yearsI had a good life balance.
And I regret that.
You know, I was so driven to,you know, go from being a
manager to a director to a vicepresident to a senior vice
(17:18):
president.
And I think that along the way,I gave up and missed some things
with my family that I reallywish I hadn't have done.
So the advice that I give topeople now, students or people
that are, you know, been withthe company for 10 years and
really hungry to get that nextjob is be driven, be motivated,
(17:42):
work hard, and make sure thatyour immediate leader or the
leader of the organization, oreven the leader of the brand
values you.
But find that life balance.
If you have a child that isgoing to their, you know,
kindergarten graduation, don'tmiss it.
Because there's so many thingsthat I wish I hadn't have
(18:04):
missed.
And so that's a big pay itforward piece that I really want
to share with people.
Because had I missed thatpresentation at work and gone to
that recital or to that, youknow, big soccer match or
whatever, I still would havebeen able to be successful
(18:25):
enough to become the CEO oneday.
But I missed one of those soccergames or graduation and I never
got that back.
So I think life balance isreally important.
Now, on the flip side, you alsocan't go too far the other way.
You have to create an image inyour company that people see you
(18:48):
as integrity first, right?
Because those are the tablestakes.
But then also we'll take onextra work, we'll, you know,
drive for results, is a goodteammate, um, will work
collaboratively with otherpeople.
And when you do those things,you become valuable.
(19:08):
So when you want to go to thatgraduation or that ceremony or
whatever, they don't care thatyou do that.
So there really is a nicebalance, but you got to strike
it.
And I think every single companyand every single executive and
every single employee, it'sdifferent.
But get after it and don't justgo one way or the other without
a strategy.
SPEAKER_01 (19:30):
That is so wonderful.
And I hope that everyonelistening imbibes the essence of
what you said.
Um and to some extent, I thinkum there is this consensus in
the society now that work-lifebalance is very important.
Gone are those days when I knowwhen I started my career at the
(19:51):
age of 19, I was working 10, 12,12 to 14 hours a day, six to
seven days a week.
That is no longer and that timeit was almost required that you
did that.
But now I think there is abroader understanding that
that's not the best thing to do.
SPEAKER_02 (20:07):
Well, you know why I think it is, I think, I think
we're getting smarter, right?
Because there's this thing thatsays work smarter, not harder.
And I think you and I grew up inthe era where it was just work
harder.
unknown (20:19):
Right.
SPEAKER_02 (20:21):
And I think we have tools now that we didn't have
back then, you know, withphones, with technology, with
uh, you know, camaraderie withother people.
I I even have relationships withpeople that work in other types
of hospitality, whether it'shotels or all-inclusives or in
even other cruise lines thatactually make us smarter.
(20:42):
And so that's why I think now itis better.
You know, my son is 24 andworking.
And he does this better than Ido.
And so I said, listen, I loveyour life balance.
I really love it.
You know, give it all you got,do what you need to do, and then
exhale and go outside and run orget on the Peloton or do the
(21:03):
things that we do to help usstay healthier, because then we
will actually be healthier alongthe way instead of at 50, you
know, now all of a sudden we'rebreaking down or 60, you know,
because we have to have a newknee or this or that, because we
we maybe pushed it a little bittoo hard.
SPEAKER_01 (21:19):
So one other question that I've been wanting
to ask you is um so we had uh wehad invited um as executive in
residence um a couple of yearsago, Lisa Lutov Burlow, and
she's coming in as theconvocation speaker.
Um, and you worked with Lisa.
So do you have any perspectiveon how did you enjoy working
with her?
SPEAKER_02 (21:39):
So I I really love the fact that Lisa's gonna be
your speaker because I think theaudience is gonna absolutely
love her.
And yeah, I've had the privilegeof it's an interesting story
because I had the privilege ofworking side by side with Lisa.
So she ran hotel operations andI ran uh sales.
(22:00):
And we were peers.
And then she got promoted to thepresident and CEO.
And I will never forget this daybecause I literally went into
her and I said, first of all,I'm so proud of you and
congratulations.
And second of all, from this dayforward, you can win every
argument that we ever had.
(22:20):
Because before, you know,sometimes hotel and sales, you
know, have to work throughthings, right?
And I'll never forget that wehad that conversation and she
was so sweet.
And she goes, actually, no, Idon't have to win every argument
just because now I'm thepresident and you're running
sales.
And I thought that was reallyamazing that she would say that.
And that sort of a reflection onthe type of leader that Lisa is.
(22:45):
And, you know, she just wrotethis beautiful book called
Making Waves.
And I love the name of the bookbecause she actually did make
waves.
You know, she was the first everpresident, um, female president
and CEO of our company, thatRoyal Caribbean group company.
And uh I was so proud that sheaccomplished that.
(23:07):
And, you know, she had things toprove because people didn't
think she could do it.
And I understand that because Ithink I also have something to
prove.
And I'm gonna absolutely lean onher and ask her questions and
collaborate with her to makesure that I'm as successful in
my tenure as CEO and as Amara asshe was uh with celebrity
(23:32):
cruises.
And so I I really cherish myfriendship and my working
relationship with Lisa LutovPerlow.
SPEAKER_01 (23:38):
Yep, she's a trailblazer in many ways.
She appointed the first femalecaptain as well.
Exactly.
SPEAKER_02 (23:44):
I'm sure that did that cause any controversy in
the in the company at that time,or was it smooth sailing for No,
it was actually smooth sailingbecause uh, you know, in every
business that doesn't haveenough balance, whether it be
ethnicity or age or, you know,you always look for balance,
(24:05):
right?
Because I think when you getthat nice balance, that's when
things work the best.
And we did not have enough womenon the bridge in any cruise
line.
And so she was a trailblazer tobring in Captain Kate.
And to be honest, Captain Katehas been a trailblazer herself.
And I think that's the reasonthat so many more women are
(24:27):
really entering into themaritime industry, very similar
to like Reshma, um, who helpedthe coding world where it was
dominated by men.
And I want all of these jobs,whether it's in the hospitality
industry or wherever, to have anice balance and a nice mix,
(24:48):
because I think when you getthat diversity, I think things
work really, really well.
SPEAKER_01 (24:54):
So I'm gonna ask you this question about uh the
future strategy of Esmara, andyou don't have to answer it if
it's uh proprietary, but it hasbeen operating with four ships
for quite some time.
And that obviously presents somelogistical challenges and
covering the world the way youhave your uh policy of covering
in countries intensively.
SPEAKER_00 (25:15):
Uh do you have plans to expand?
I sure want to.
SPEAKER_02 (25:19):
Uh, you know, not starting until May.
I can't really get in and see isthe strategy working the way it
should be?
Um, you know, what revenues arewe making in what parts of the
world?
Because obviously, you know,we're a for-profit company.
And so we want to go in and wewant to put our ships in the
(25:39):
places that we believe thecustomer wants to go, that we
also think will make usprofitable, right?
But I can tell you for sure thatif we could grow, we would do
things like Alaska.
We would do things uh, you know,like some of the places in Asia
or more down in Australia towhere we could do Australia and
then New Zealand instead oftrying to do both.
(26:01):
And so anytime that you cangrow, it gives you the
opportunity to diversify.
And when you can diversify, inmany cases, that's when you
become more profitable.
So I I have a desire withoutstarting.
And when I start and I canreally get in there, my guess is
that desire will be evenstronger.
SPEAKER_01 (26:22):
Fantastic.
Look forward to amazing growthat Azomara.
Thank you.
Okay, so at the end, for alittle fun, we have a quick
round of questions.
And you are you've been incruise business and you travel a
lot.
So, what's your favoriteactivity that helps you unplug
from work, stops you from seeingthe phone for emails or texts or
(26:45):
team messages?
What do you do?
SPEAKER_02 (26:48):
Well, for me, that's an easy one because it's under
the ocean, right?
Or under the water.
And so I really love uhsnorkeling and then scuba diving
because I just think it'sfascinating that there's a whole
nother world that we don't see,right?
Because it's under under thewater.
And when I get down there, it'sit's one of those emotional and
(27:12):
really powerful moments becauseit's just me and these beautiful
ocean life that I I just getsuper motivated by.
And so I have no choice but toput my phone down because we
don't want to mess them up downthere.
SPEAKER_01 (27:27):
So you don't take it with you.
SPEAKER_00 (27:29):
I do not take it.
You don't take your messages byyou.
SPEAKER_01 (27:32):
Okay.
We seem to take our phoneseverywhere.
We do and every place.
SPEAKER_02 (27:38):
It's really funny.
I actually said the other daythat if I had a choice of losing
my purse or my phone, I wouldrather lose my purse.
Is that crazy?
That's absolutely crazy, right?
So we we are so addicted, but Igotta tell you, my son also just
deleted TikTok because herealized that he was spending
too many hours on it.
So I appreciate that, right?
(27:59):
So I do think we all have tokind of keep ourselves in check
with how much time are we doingthat versus giving back, making
somebody else's life better,reading a book instead of you
know being on some of thesethings.
And I do think we have to holdourselves accountable to
sometimes just put that down.
And here's a here's a an amazingthing.
(28:21):
Put that down and just talk toone another.
What a concept.
SPEAKER_01 (28:25):
My goodness.
My younger son never allowed meto have TikTok.
I know it's it's crazy, but hesaid, Dad, you cannot have
TikTok on your phone.
And he used a word which to someextent I understand now, it's
called doom scrolling.
So Yeah, exactly.
Yeah, doom scrolling.
Okay.
You've had a year since leavingyour position with Celebrity
(28:48):
Cruise Lines.
Um I feel it's safe to assumethat you've had time to watch
TV.
So what shows have you watchedand what do you recommend?
SPEAKER_02 (28:57):
So I have.
And in fact, I never watchedstreaming until uh the COVID
thing happened, and I startedwatching it.
And now I gotta tell you, Iwatched Succession, and it was
fantastic.
I really loved it.
And then Suits, which reallywasn't even a new show.
It really came out years ago,but it came out streaming, and I
(29:18):
think those two have been myfavorite so far.
SPEAKER_01 (29:20):
Great shows.
Uh did you ever watch Loveboardas a kid?
I did.
Oh, really?
Okay, who was your favoritecharacter?
SPEAKER_02 (29:28):
Who knows?
Maybe that's why I went into thecruise business.
I really did love the show.
And my favorite character wasJulie McCoy because she was the
cruise director.
She was the person who madeeverybody feel welcome and, you
know, did all of those the kindhospitality, right?
And that's what we're talkingabout today.
Uh, but she was my favorite, butI really loved the show.
(29:49):
And Captain Stubing, believe itor not, just a couple years ago,
actually came and was a guest onone of our competitor ships, and
people were lining up out thedoor to just go and talk to him
and get his autograph.
So even after all these years,the love boat is still popular.
Still popular.
SPEAKER_01 (30:09):
Okay.
If you could invite up to fourpeople living or deceased on a
cruise, who would they be inwhy?
SPEAKER_02 (30:17):
Oh, I love this question.
Um, so the very first personthat I would invite is my
mentor, because I told you abouthim earlier, and unfortunately,
he's passed.
And there's so many things I'dlike to ask him before I start
this job.
So he would definitely be one.
Uh the second one is actually mygrandmother, and those are the
two personal ones, just because,you know, if I'm being honest,
(30:39):
it's a way for me to actuallyget to talk to her again as
well.
But then I would also like totalk to somebody that is uh like
an Abraham Lincoln.
And I know that sounds crazy,but you know, like goes way, way
back.
And what can I learn from himand how he could teach me about
(30:59):
camaraderie and working togetherand things that he might do
differently if, you know, if hehad the chance.
And then my fourth person, whenI was thinking about this
question, my fourth person wouldactually probably be Princess
Diana.
And the reason for that isbecause I think she really
(31:20):
created the ability to makepeople love her.
And while there could have beensome things, drama or whatever,
I think she possessed thishospitality gene that if I could
sit and just talk to her andlearn from her, I think it would
make me a better leader.
It would make me a better CEO,because I think listening to her
(31:42):
would be um would be reallymotivating.
SPEAKER_01 (31:45):
She was a transformative figure.
I really was still remember whenshe came to New York and she
hugged those eight AIDS.
Exactly.
I mean, that was when when itwas at the height of, you know,
um and when people were afraidto do that.
Yes, exactly.
SPEAKER_02 (31:59):
But she just decided that she wasn't.
And uh and I really like it whenpeople lead out loud like that.
You know, I really, really do.
SPEAKER_00 (32:07):
Those are the type of people that I aspire to be
like.
What's your least favorite wordor expression?
I can't do it.
And your favorite word orphrase.
I can do it.
SPEAKER_02 (32:23):
I 100% can do it.
Because I really believe if youthink either one of those things
that you are truly right, right?
But for me, I have a mentalityin my life that I will
absolutely never give up.
Never.
I drive my kids, my husband,sometime the people that I work
with crazy, but I I absolutelywill never give up if I want
(32:47):
something.
I'm gonna keep on going until Ifigure out how to get it.
SPEAKER_01 (32:51):
Dondra, it has been exciting to talk to you.
Thank you so much for coming toour school as executive in
residence and spending time atthe school talking to the
students, doing this podcast,and spending the day tomorrow as
well.
Um, I wish you all the best inyour your soon-to-be, your next
phase in your career as the CEO.
And thanks for coming.
SPEAKER_02 (33:12):
It has been my pleasure, and I'm really honored
and humbled that you guysinvited me.
And I cannot wait to reach thatsummit tomorrow, and then I
cannot wait to maybe come backafter I've been doing this CEO
thing for a year or so and tellyou what's different than what I
thought.
But thank you very much forhaving me.
SPEAKER_01 (33:31):
You're welcome.
And thank you all for listeningtoday to our distinguished
podcast.
If you like what you're hearing,be sure to follow up and give us
a five-star rating.
If you want to join theconversation and share your
thoughts and suggestions, emailme at shaden at bu.edu.
(33:51):
That's shawdeen at bu.edu.
Special thanks to the team whoproduced this podcast, Mara
Littman, Andy Halleck, and theentire team at BU School of
Hospitality Administration.
To keep up with DistinguishedPodcast, be sure to subscribe
wherever you listen to yourfavorite podcast.
You can also learn more aboutour undergraduate and graduate
(34:12):
programs at BU School ofHospitality by visiting bu.edu
slash hospitality.
Have a wonderful day and thankyou for listening.
After an illustrious 40-year career in the travel
industry, what's the nextadventure for executive Dondra
Ritzenthaler?
Recognized for her leadership atCelebrity Cruises, Dondra now
sets sail towards a new horizon,taking the helm as Chief
Executive Officer of AsmaraCruises, the award-winning
(00:24):
luxury cruise line based inMiami, Florida.
Dondra joins us as the HowardJohnson Executive in Residence
at BU School of HospitalityAdministration during her time
between roles to refuel herpassion for learning and
mentorship.
In this special episode of ourleadership series, Dondra shares
her inspiring vision ofleadership.
(00:45):
I'm Arun Rupneja, Dean of BostonUniversity School of Hospitality
Administration, and Dondra joinsus in our Boston studio the day
before our hospitalityleadership summit for an
engaging discussion.
Welcome Dondra to thedistinguished podcast.
SPEAKER_00 (01:01):
Thank you so much.
I'm thrilled to be here.
SPEAKER_01 (01:04):
You've had a year to recharge since announcing your
departure from celebrity cruisesafter a 20-year tenure.
So, what has it been like tochange your focus and likely
your pace?
What were some of your takeawaysduring this time of reflection
or perhaps reprieve?
SPEAKER_02 (01:20):
Well, it's been a little bit of everything.
First of all, it's been a greatopportunity to recharge and
reassess.
And I have been able to do that.
But honestly, I've also reallymissed the energy and the action
of, you know, being in a workenvironment every day.
(01:41):
And people often say, I can'tbelieve that you're saying that,
but it's actually true.
I have taken the opportunity tolearn Spanish.
I have actually gotten my scubadiving certificate because my
family had done that and Ihadn't.
And honestly, it's given me timeto think about what kind of
leader do I want to be?
(02:02):
What kind of culture do I wantto make sure that I create now
being given the opportunity toactually be a first-time CEO?
So while it has been almost ayear, and humbly and honestly,
I've cleaned out everything inmy home, it has given me the
opportunity to reflect and toreally think about what kind of
(02:23):
leader I want to be when I havethe opportunity to start.
SPEAKER_01 (02:26):
Right.
Very few people get thatopportunity.
And I've spoken to many peoplewho step down, and you know,
many of them say, when I'm inthe office, I've got emails,
I've got people walking into myoffice all the time, and then
suddenly it's like a cliff.
There's nothing.
No emails, no people walking in,nobody wants to help, nobody
(02:46):
inviting you.
So it's it's a hard transitionat the beginning, right?
SPEAKER_00 (02:50):
I think the beginning is the hardest, right?
SPEAKER_02 (02:52):
Because it is a just like a light switch on and off,
right?
And then after a couple ofmonths, you actually start to
love it.
And you just think this is thebest thing ever.
And then a few months more go byand you actually start to miss
it.
So it you do see yourself kindof going through an evolution.
And for me, I think it's becauseit's certain at a certain point
(03:15):
I knew that I was coming back.
And so, you know, you mentallystart to get your mind ready.
And now I'm so close tobeginning because I start May
13th.
And so I'm on the countdown now.
SPEAKER_01 (03:29):
Wow, what an interesting time.
So you're embarking on a newchapter in your career as CEO of
Cruise Line.
Uh, this is the first timeyou're in the CEO role, as you
mentioned.
How did this opportunity comeabout?
SPEAKER_00 (03:42):
And what is most exciting about this opportunity?
SPEAKER_02 (03:46):
So, first of all, I'm so humbled and honored to
have to have this opportunity,because not everybody is
fortunate enough to have anopportunity like the one I've
been given.
When I very first decided to atthe time retire, I really
thought that I was done.
And then when this opportunitycame up, I just couldn't turn it
down because having the beingblessed enough to be the CEO of
(04:10):
a company is just something I'vealways wanted to do so I could
create the atmosphere I wanted.
And honestly, I think the reasonthat it did come about is that
one of the people that are onthe board of the company that
I'm working for, I used to workfor him.
And I think in life, many, manytimes it happens like that
because he knows what I'm liketo partner with.
(04:33):
He knows what my work ethic isand and and if I am that I was
capable and am capable ofleading a team to really great
success.
And really that's the reason Iwas given this opportunity is
because I worked for him and Iworked very hard for him and and
got results.
And I think in life, it'susually about that.
(04:56):
There's usually somebody thatyou know that you've proven your
worth to that then gets in aposition to where they help you.
And that's also why I want to dothe things that we're doing
today, because I would like topay it forward the way that
people that mentored me alongthe way did for me.
(05:17):
And so that's one of the reasonsI wanted to do this.
And I really do believe thatthat's the reason that I am
given this opportunity to make adifference for as Amara Cruises.
SPEAKER_01 (05:27):
You know, Dandra, um, many times people are
working in organizations andthey look at their leader and
say, you know, I wouldn't do itthis that way, I wouldn't do
that way, or if I was a leader,I would do this way.
Sometimes you have role models,sometimes you have amazing
leaders, and you say, you know,I want to emulate that.
So what are some of thosethoughts in your mind when you
(05:49):
took on this role?
SPEAKER_02 (05:51):
You know, it's funny because you learn from people
that you watch that you want toemulate, and you also learn from
the things that you don't wantto emulate, right?
If I'm being completelytransparent, which I know you
want me to be, um throughout my40 years of being in business, I
have seen extraordinary leadersand I've seen leaders that I
(06:11):
would go, um, I wouldn't dothat.
And what I'm gonna do is takeall the things that I learned
and I'm gonna wrap them up intomy leadership style and create
the culture that I think willget extraordinary results
because my leadership style ispeople first.
(06:32):
You know, I want people to knowthat I value them.
I want people to know that Icare about them as people.
And I want to be in anatmosphere where we're all
really driven, but side by sideto hit that finish line of, you
know, whether it be Ebida orwhatever the results are.
And I think learning from thepeople that I've had in my past,
(06:55):
I think are gonna set me up.
You know, I'm gonna give you anexample.
One of my mentors years agosaid, Dondra, don't make the
mistake that a lot of peoplemake.
And that is when you hirepeople, don't surround yourself
with people that are just likeyou, because that's a comfort
zone.
And people will absolutely dothat.
(07:16):
He said, What I want you tothink about, and what I'd like
to see you do, is to surroundyourself with people that are
really, really good at thethings that you either aren't as
good at or you don't like?
Surround yourself with peoplethat are really good at those
things and then listen to them.
And that type of leadership andthat type of mentorship, I
(07:39):
think, has been really helpfulfor me in my journey to get to
where I am today.
SPEAKER_00 (07:44):
So then let me follow up on that.
SPEAKER_01 (07:46):
Um so how do you think a CEO can influence a
positive work culture or thework culture that you want to
bring in, uh, particularly in acompany where it's a it's a
well-established company, it hasbeen operating for many years,
and there is um, you know,obviously senior leadership in
place and middle management andeveryone is in place.
So, how do you think a C a newCEO coming in is gonna be able
(08:10):
to influence um and create apositive work culture, the work
culture that reflects yourstyle?
SPEAKER_02 (08:17):
It's a terrific question.
And I think first and foremost,it's listening.
You know, that it's such asimple skill, but to come in and
really listen, I really want totake 90 days to listen to the
team, learn from what they'retelling me, assess numbers and
data, and really start todevelop what I think is not only
(08:42):
the right culture, the rightstrategy.
Do we need to modify thestrategy from the team that's in
place?
But it really boils down toshowing people that you respect
and value them, listen to them,and then very, very, very much
work with them as a team.
You know, the best leader andthe best teams are very
(09:03):
difficult if you were coming inand looking at a team to know
who the leader is.
And that to me is what I believeI can influence the team by
really, really walking the walkof being that type of leader.
SPEAKER_01 (09:18):
So um in terms of a few minutes ago, you mentioned
that you use the word mentorsand mentorship.
So um you worked with manyleaders.
Can you talk about your mentorsand what did you learn from this
person?
SPEAKER_00 (09:32):
Perhaps if you even want, you could name someone.
Sure.
SPEAKER_02 (09:35):
So I've had several mentors in my life in my career,
uh, or really even go back.
And this might sound corny tosomebody who's listening, but my
first mentor was my mom, which Iknow is so silly, but it's true.
She really taught mecompetitiveness and
collaboration just as a littlechild, right?
(09:55):
And then as I, you know, wentthrough high school and then
college and then really got intothe work world, you know, Jack
Williams was the mentor that Imentioned in the earlier
question, and I really owe a lotto him.
And then when I got to RoyalCaribbean Group, which was part
of the celebrity organization, Ihad Richard Fain, who was the
(10:15):
chairman of the board, who Ithink was really one of the most
terrific leaders I've ever hadthe privilege of working for.
And then Dan Hanrahan, who wasmy president when I was senior
vice president running globalsales, is the gentleman who is
now on the chairman of theboard, and that's the reason I
got to come.
But every single one of thethree of those gentlemen, I
(10:39):
think the reason that they weresuch good mentors to me is that
they never tried to put me inthis box, right?
Because oftentimes you see CEOsand you think that's what a CEO
is supposed to sound like orlook like or act like.
And honestly, I have never beenlike that.
I've always been a little bituh, I guess maybe
(11:02):
unconventional, and I'm notreally um super structured to
where everything has to be acertain way.
I listen to people and I pivotand I and I learn from them and
then I leverage that.
And I think those mentors wereso good to me because they
(11:23):
allowed me to be who I am, thathas actually led me to the
success that I've had to bewhere I am today.
So to me, what that says is thatif you will be who you are and
not try to fit into a box, Ithink you'll be more successful,
(11:43):
especially if you have people inyour life like the people I
mentioned that take that and andreward you with it by continuing
to give you more and andteaching you more and then
letting you lead the way youwant to.
SPEAKER_01 (11:58):
And you know, I felt that too when I had my first
meeting with you.
I did not see that there, youknow, for many CEOs you talked,
and I talked to so many of them.
There is like a wall, there is,you know, a glass wall that I am
seeing them, but I'm not trulyseeing them.
But with you, instant there wasinstant, you know, I gelled and
I said, okay, I really like thislady.
So I'm so happy that she'staking on this role and so happy
(12:21):
for the company that she's goingto and privileged to know you.
So I was very enjoyed talking toyou.
Um so you you had a long careerin sales and marketing.
And um to some extent, I thinksales and marketing is key to
the success of any cruise linesbecause you know you need to be
able to fill the ships, um, soto speak.
(12:43):
So motivation, drive, andoptimism are some of the
characteristics that you need tosucceed in sales and marketing.
So obviously you'll bring all ofthose.
And so, what are some of thequalities that you're gonna
bring to this role?
And you can add or subtractanything you like.
And how do you think that'llapply to your job as a CEO?
SPEAKER_02 (13:01):
So you're exactly right.
And you know, when you're in thesales and marketing side of a
cruise line, you do have to,first of all, you have to have
incredible relationships.
So very much a relationshipbusiness.
Secondly, you do have to haveincredibly intense drive to get
results.
I mean, really, really.
But you also then have to listenand you have to be willing to
(13:28):
pivot because we all know thelast several years have been
kind of crazy, and and I'm surethe next several will have
twists and turns as well.
But I think moving now into aCEO role is I don't have to be a
functional expert of oneparticular area like sales and
(13:49):
marketing.
The team that is there, I knowthem.
I haven't been able to work withthem yet, but I really know them
and they're terrific.
So I'm very lucky that I'vealready got a team when I do get
to start that's just on fire,just doing everything right,
just motivating their employees,wrapping their arms around the
(14:09):
customers, and I think they'redoing things right.
What I want to do is now pullmyself out of that and become
the leader and make sure thatwe've got the right strategy in
place and then allow them theautonomy and the empowerment to
actually then go execute on thatstrategy.
(14:32):
And I will be there leading andmaking sure that if we do have
to change or if we get offcourse, I will certainly be
there to be a part of the team.
But I really look forward to nowcreating the strategy with them,
executing with them, and justleading the organization into
that next level of directionthat we're gonna go as a team.
SPEAKER_01 (14:57):
Is it going to be hard for you when you start
functioning as a CEO to lookmuch more in-depth and detail at
the sales function, themarketing function, and and try
to provide them with moreguidance than the ops team or
some other team?
Do they have to look at theirbacks to see, okay, she's
watching.
This is her area, this is herarea of expertise.
SPEAKER_02 (15:19):
You know, I I don't think I'm gonna have a hard time
with that.
Uh, you know, sales andmarketing comes naturally to me
because I've been doing it forso many years.
Right.
But I also really want to bedisciplined, to not give in to
the temptation of going thereand giving more than I should
(15:41):
because it's a comfort zone.
I really want to pause, take astep back, think about the brand
as an entire brand, not piecesof it, and make sure that I give
leadership and guidance to allof them.
(16:02):
And frankly, I think I'm gonnaspend more time with the finance
and the hotel operations and thefood and beverage and the marine
side, because that's the sidethat I don't know as well.
And let the people that are thatare really doing a terrific job
keep on doing a terrific job.
And then if they do ask me,definitely I'll give them my
(16:25):
feedback.
SPEAKER_01 (16:27):
So if if whenever we put this up, and I'm sure
they'll be happy to listen towhat you just said.
One of the things, you know, wetry to, you know, you've been in
such senior positions all yourlife.
And uh sometimes work can beall-consuming, and you take the
work home and at night and inthe morning for breakfast.
So have you managed a goodwork-life balance?
(16:48):
And and this is more for thestudents who are coming in.
Yeah.
Um, how do you manage to find abalance in your career?
SPEAKER_02 (16:56):
So I'm so glad that you asked me that question
because I hope that the studentsreally hear what I'm gonna say.
Because I don't think for yearsI had a good life balance.
And I regret that.
You know, I was so driven to,you know, go from being a
manager to a director to a vicepresident to a senior vice
(17:18):
president.
And I think that along the way,I gave up and missed some things
with my family that I reallywish I hadn't have done.
So the advice that I give topeople now, students or people
that are, you know, been withthe company for 10 years and
really hungry to get that nextjob is be driven, be motivated,
(17:42):
work hard, and make sure thatyour immediate leader or the
leader of the organization, oreven the leader of the brand
values you.
But find that life balance.
If you have a child that isgoing to their, you know,
kindergarten graduation, don'tmiss it.
Because there's so many thingsthat I wish I hadn't have
(18:04):
missed.
And so that's a big pay itforward piece that I really want
to share with people.
Because had I missed thatpresentation at work and gone to
that recital or to that, youknow, big soccer match or
whatever, I still would havebeen able to be successful
(18:25):
enough to become the CEO oneday.
But I missed one of those soccergames or graduation and I never
got that back.
So I think life balance isreally important.
Now, on the flip side, you alsocan't go too far the other way.
You have to create an image inyour company that people see you
(18:48):
as integrity first, right?
Because those are the tablestakes.
But then also we'll take onextra work, we'll, you know,
drive for results, is a goodteammate, um, will work
collaboratively with otherpeople.
And when you do those things,you become valuable.
(19:08):
So when you want to go to thatgraduation or that ceremony or
whatever, they don't care thatyou do that.
So there really is a nicebalance, but you got to strike
it.
And I think every single companyand every single executive and
every single employee, it'sdifferent.
But get after it and don't justgo one way or the other without
a strategy.
SPEAKER_01 (19:30):
That is so wonderful.
And I hope that everyonelistening imbibes the essence of
what you said.
Um and to some extent, I thinkum there is this consensus in
the society now that work-lifebalance is very important.
Gone are those days when I knowwhen I started my career at the
(19:51):
age of 19, I was working 10, 12,12 to 14 hours a day, six to
seven days a week.
That is no longer and that timeit was almost required that you
did that.
But now I think there is abroader understanding that
that's not the best thing to do.
SPEAKER_02 (20:07):
Well, you know why I think it is, I think, I think
we're getting smarter, right?
Because there's this thing thatsays work smarter, not harder.
And I think you and I grew up inthe era where it was just work
harder.
unknown (20:19):
Right.
SPEAKER_02 (20:21):
And I think we have tools now that we didn't have
back then, you know, withphones, with technology, with
uh, you know, camaraderie withother people.
I I even have relationships withpeople that work in other types
of hospitality, whether it'shotels or all-inclusives or in
even other cruise lines thatactually make us smarter.
(20:42):
And so that's why I think now itis better.
You know, my son is 24 andworking.
And he does this better than Ido.
And so I said, listen, I loveyour life balance.
I really love it.
You know, give it all you got,do what you need to do, and then
exhale and go outside and run orget on the Peloton or do the
(21:03):
things that we do to help usstay healthier, because then we
will actually be healthier alongthe way instead of at 50, you
know, now all of a sudden we'rebreaking down or 60, you know,
because we have to have a newknee or this or that, because we
we maybe pushed it a little bittoo hard.
SPEAKER_01 (21:19):
So one other question that I've been wanting
to ask you is um so we had uh wehad invited um as executive in
residence um a couple of yearsago, Lisa Lutov Burlow, and
she's coming in as theconvocation speaker.
Um, and you worked with Lisa.
So do you have any perspectiveon how did you enjoy working
with her?
SPEAKER_02 (21:39):
So I I really love the fact that Lisa's gonna be
your speaker because I think theaudience is gonna absolutely
love her.
And yeah, I've had the privilegeof it's an interesting story
because I had the privilege ofworking side by side with Lisa.
So she ran hotel operations andI ran uh sales.
(22:00):
And we were peers.
And then she got promoted to thepresident and CEO.
And I will never forget this daybecause I literally went into
her and I said, first of all,I'm so proud of you and
congratulations.
And second of all, from this dayforward, you can win every
argument that we ever had.
(22:20):
Because before, you know,sometimes hotel and sales, you
know, have to work throughthings, right?
And I'll never forget that wehad that conversation and she
was so sweet.
And she goes, actually, no, Idon't have to win every argument
just because now I'm thepresident and you're running
sales.
And I thought that was reallyamazing that she would say that.
And that sort of a reflection onthe type of leader that Lisa is.
(22:45):
And, you know, she just wrotethis beautiful book called
Making Waves.
And I love the name of the bookbecause she actually did make
waves.
You know, she was the first everpresident, um, female president
and CEO of our company, thatRoyal Caribbean group company.
And uh I was so proud that sheaccomplished that.
(23:07):
And, you know, she had things toprove because people didn't
think she could do it.
And I understand that because Ithink I also have something to
prove.
And I'm gonna absolutely lean onher and ask her questions and
collaborate with her to makesure that I'm as successful in
my tenure as CEO and as Amara asshe was uh with celebrity
(23:32):
cruises.
And so I I really cherish myfriendship and my working
relationship with Lisa LutovPerlow.
SPEAKER_01 (23:38):
Yep, she's a trailblazer in many ways.
She appointed the first femalecaptain as well.
Exactly.
SPEAKER_02 (23:44):
I'm sure that did that cause any controversy in
the in the company at that time,or was it smooth sailing for No,
it was actually smooth sailingbecause uh, you know, in every
business that doesn't haveenough balance, whether it be
ethnicity or age or, you know,you always look for balance,
(24:05):
right?
Because I think when you getthat nice balance, that's when
things work the best.
And we did not have enough womenon the bridge in any cruise
line.
And so she was a trailblazer tobring in Captain Kate.
And to be honest, Captain Katehas been a trailblazer herself.
And I think that's the reasonthat so many more women are
(24:27):
really entering into themaritime industry, very similar
to like Reshma, um, who helpedthe coding world where it was
dominated by men.
And I want all of these jobs,whether it's in the hospitality
industry or wherever, to have anice balance and a nice mix,
(24:48):
because I think when you getthat diversity, I think things
work really, really well.
SPEAKER_01 (24:54):
So I'm gonna ask you this question about uh the
future strategy of Esmara, andyou don't have to answer it if
it's uh proprietary, but it hasbeen operating with four ships
for quite some time.
And that obviously presents somelogistical challenges and
covering the world the way youhave your uh policy of covering
in countries intensively.
SPEAKER_00 (25:15):
Uh do you have plans to expand?
I sure want to.
SPEAKER_02 (25:19):
Uh, you know, not starting until May.
I can't really get in and see isthe strategy working the way it
should be?
Um, you know, what revenues arewe making in what parts of the
world?
Because obviously, you know,we're a for-profit company.
And so we want to go in and wewant to put our ships in the
(25:39):
places that we believe thecustomer wants to go, that we
also think will make usprofitable, right?
But I can tell you for sure thatif we could grow, we would do
things like Alaska.
We would do things uh, you know,like some of the places in Asia
or more down in Australia towhere we could do Australia and
then New Zealand instead oftrying to do both.
(26:01):
And so anytime that you cangrow, it gives you the
opportunity to diversify.
And when you can diversify, inmany cases, that's when you
become more profitable.
So I I have a desire withoutstarting.
And when I start and I canreally get in there, my guess is
that desire will be evenstronger.
SPEAKER_01 (26:22):
Fantastic.
Look forward to amazing growthat Azomara.
Thank you.
Okay, so at the end, for alittle fun, we have a quick
round of questions.
And you are you've been incruise business and you travel a
lot.
So, what's your favoriteactivity that helps you unplug
from work, stops you from seeingthe phone for emails or texts or
(26:45):
team messages?
What do you do?
SPEAKER_02 (26:48):
Well, for me, that's an easy one because it's under
the ocean, right?
Or under the water.
And so I really love uhsnorkeling and then scuba diving
because I just think it'sfascinating that there's a whole
nother world that we don't see,right?
Because it's under under thewater.
And when I get down there, it'sit's one of those emotional and
(27:12):
really powerful moments becauseit's just me and these beautiful
ocean life that I I just getsuper motivated by.
And so I have no choice but toput my phone down because we
don't want to mess them up downthere.
SPEAKER_01 (27:27):
So you don't take it with you.
SPEAKER_00 (27:29):
I do not take it.
You don't take your messages byyou.
SPEAKER_01 (27:32):
Okay.
We seem to take our phoneseverywhere.
We do and every place.
SPEAKER_02 (27:38):
It's really funny.
I actually said the other daythat if I had a choice of losing
my purse or my phone, I wouldrather lose my purse.
Is that crazy?
That's absolutely crazy, right?
So we we are so addicted, but Igotta tell you, my son also just
deleted TikTok because herealized that he was spending
too many hours on it.
So I appreciate that, right?
(27:59):
So I do think we all have tokind of keep ourselves in check
with how much time are we doingthat versus giving back, making
somebody else's life better,reading a book instead of you
know being on some of thesethings.
And I do think we have to holdourselves accountable to
sometimes just put that down.
And here's a here's a an amazingthing.
(28:21):
Put that down and just talk toone another.
What a concept.
SPEAKER_01 (28:25):
My goodness.
My younger son never allowed meto have TikTok.
I know it's it's crazy, but hesaid, Dad, you cannot have
TikTok on your phone.
And he used a word which to someextent I understand now, it's
called doom scrolling.
So Yeah, exactly.
Yeah, doom scrolling.
Okay.
You've had a year since leavingyour position with Celebrity
(28:48):
Cruise Lines.
Um I feel it's safe to assumethat you've had time to watch
TV.
So what shows have you watchedand what do you recommend?
SPEAKER_02 (28:57):
So I have.
And in fact, I never watchedstreaming until uh the COVID
thing happened, and I startedwatching it.
And now I gotta tell you, Iwatched Succession, and it was
fantastic.
I really loved it.
And then Suits, which reallywasn't even a new show.
It really came out years ago,but it came out streaming, and I
(29:18):
think those two have been myfavorite so far.
SPEAKER_01 (29:20):
Great shows.
Uh did you ever watch Loveboardas a kid?
I did.
Oh, really?
Okay, who was your favoritecharacter?
SPEAKER_02 (29:28):
Who knows?
Maybe that's why I went into thecruise business.
I really did love the show.
And my favorite character wasJulie McCoy because she was the
cruise director.
She was the person who madeeverybody feel welcome and, you
know, did all of those the kindhospitality, right?
And that's what we're talkingabout today.
Uh, but she was my favorite, butI really loved the show.
(29:49):
And Captain Stubing, believe itor not, just a couple years ago,
actually came and was a guest onone of our competitor ships, and
people were lining up out thedoor to just go and talk to him
and get his autograph.
So even after all these years,the love boat is still popular.
Still popular.
SPEAKER_01 (30:09):
Okay.
If you could invite up to fourpeople living or deceased on a
cruise, who would they be inwhy?
SPEAKER_02 (30:17):
Oh, I love this question.
Um, so the very first personthat I would invite is my
mentor, because I told you abouthim earlier, and unfortunately,
he's passed.
And there's so many things I'dlike to ask him before I start
this job.
So he would definitely be one.
Uh the second one is actually mygrandmother, and those are the
two personal ones, just because,you know, if I'm being honest,
(30:39):
it's a way for me to actuallyget to talk to her again as
well.
But then I would also like totalk to somebody that is uh like
an Abraham Lincoln.
And I know that sounds crazy,but you know, like goes way, way
back.
And what can I learn from himand how he could teach me about
(30:59):
camaraderie and working togetherand things that he might do
differently if, you know, if hehad the chance.
And then my fourth person, whenI was thinking about this
question, my fourth person wouldactually probably be Princess
Diana.
And the reason for that isbecause I think she really
(31:20):
created the ability to makepeople love her.
And while there could have beensome things, drama or whatever,
I think she possessed thishospitality gene that if I could
sit and just talk to her andlearn from her, I think it would
make me a better leader.
It would make me a better CEO,because I think listening to her
(31:42):
would be um would be reallymotivating.
SPEAKER_01 (31:45):
She was a transformative figure.
I really was still remember whenshe came to New York and she
hugged those eight AIDS.
Exactly.
I mean, that was when when itwas at the height of, you know,
um and when people were afraidto do that.
Yes, exactly.
SPEAKER_02 (31:59):
But she just decided that she wasn't.
And uh and I really like it whenpeople lead out loud like that.
You know, I really, really do.
SPEAKER_00 (32:07):
Those are the type of people that I aspire to be
like.
What's your least favorite wordor expression?
I can't do it.
And your favorite word orphrase.
I can do it.
SPEAKER_02 (32:23):
I 100% can do it.
Because I really believe if youthink either one of those things
that you are truly right, right?
But for me, I have a mentalityin my life that I will
absolutely never give up.
Never.
I drive my kids, my husband,sometime the people that I work
with crazy, but I I absolutelywill never give up if I want
(32:47):
something.
I'm gonna keep on going until Ifigure out how to get it.
SPEAKER_01 (32:51):
Dondra, it has been exciting to talk to you.
Thank you so much for coming toour school as executive in
residence and spending time atthe school talking to the
students, doing this podcast,and spending the day tomorrow as
well.
Um, I wish you all the best inyour your soon-to-be, your next
phase in your career as the CEO.
And thanks for coming.
SPEAKER_02 (33:12):
It has been my pleasure, and I'm really honored
and humbled that you guysinvited me.
And I cannot wait to reach thatsummit tomorrow, and then I
cannot wait to maybe come backafter I've been doing this CEO
thing for a year or so and tellyou what's different than what I
thought.
But thank you very much forhaving me.
SPEAKER_01 (33:31):
You're welcome.
And thank you all for listeningtoday to our distinguished
podcast.
If you like what you're hearing,be sure to follow up and give us
a five-star rating.
If you want to join theconversation and share your
thoughts and suggestions, emailme at shaden at bu.edu.
(33:51):
That's shawdeen at bu.edu.
Special thanks to the team whoproduced this podcast, Mara
Littman, Andy Halleck, and theentire team at BU School of
Hospitality Administration.
To keep up with DistinguishedPodcast, be sure to subscribe
wherever you listen to yourfavorite podcast.
You can also learn more aboutour undergraduate and graduate
(34:12):
programs at BU School ofHospitality by visiting bu.edu
slash hospitality.
Have a wonderful day and thankyou for listening.
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