Dianora Powers, CTIE
When I first walked through the doors of the Adventures by Disney office in Glendale, California, in 2006, I was a young professional, eager to make my mark in the tourism industry by developing and operating global tours. At the time, I could never have imagined that this opportunity would grow into a fulfilling 17-year career. Over the course of this journey, I have gained invaluable insights—both about the travel industry as well as personal development. Key lessons include the importance of Emotional Intelligence, the value of effective feedback, and the ability to navigate a constantly evolving leadership landscape.
Emotional Intelligence
Peter Salovey and John D. Mayer coined the term ‘Emotional Intelligence’ in 1990 describing it as “a form of social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and action”. However it was in the 1990’s that someone by the name of Daniel Goleman became aware of Salovey and Mayer’s work, and this eventually led to him writing a book on Emotional Intelligence. He described emotionally intelligent people as those with four characteristics:
- They were good at understanding their own emotions (self-awareness)
- They were good at managing their emotions (self-management)
- They were empathetic to the emotional drives of other people (social awareness)
- They were good at handling other people’s emotions (social skills)
Golis, Chris “A Brief History of Emotional Intelligence. 2024, https://https://www.emotionalintelligencecourse.com/history-of-eq/
I first encountered the term “Emotional Intelligence” during a company training session in 2007. At the time, the examples shared didn’t quite resonate with me—one example even involved doing your make-up in the car in the office parking lot, a habit I admittedly shared. However, it wasn’t until eight years later, when I was promoted and entrusted with more responsibilities, that the concept truly began to take shape for me. This promotion brought with it the management of a large budget, oversight of a team in the office, and responsibility for Tour Directors worldwide. It was then that I recognized the weight of my role: I had a team depending on me, and I needed to bring my best self forward.
As my responsibilities grew, so did the complexity of the challenges I faced. I found myself resolving more difficult situations, providing feedback to a larger group of staff, and striving to be a better role model for those I managed. It was during this period that I began my personal journey into Emotional Intelligence, which ultimately became the foundation for developing essential leadership skills such as delivering performance feedback, managing conflict, and fostering the growth of others.
Effective Feedback Exchange
When I was first promoted to a leadership role, I was given the responsibility of managing both office staff and a large team of Tour Directors. Initially, I felt apprehensive about providing feedback, as I had limited experience as a guide myself. However, with guidance from a superior, I was reminded that my role didn’t require me to act as a guide. Rather, my primary responsibility was to analyze traveler feedback about the trips and the Tour Directors, and to facilitate meaningful discussions based on that information.
As I gained experience in this role, I quickly realized that without regular, ongoing feedback throughout the season, a Tour Director could be caught off guard by low scores at the end of the trip and potentially face a termination. To avoid this, it became clear that consistently providing both positive and constructive feedback was essential not only for promoting self-awareness but also for fostering continuous improvement. The insights I gained from seasoned managers, coupled with formal training programs such as Disney Leadership Essentials at the Disney Institute, played a crucial role in shaping my leadership approach and enhancing my ability to deliver effective feedback.
How to Plan a Performance Feedback Conversation
Preparing for the Conversation
- Identify the current and desired state of behavior/actions (gaps)
- Determine the areas of concern
- Identify the specific attitudes/behaviors to be changed/recognized
- Quantify the behaviors you would like to see more or less
- Prepare questions to generate awareness such as:
- What is happening now?
- What is working for you now?
Conduct the Conversation
- Establish a positive atmosphere
- Identify the reason for the discussion
- Ask prepared questions
- Listen carefully
- Allow for venting of emotions (as appropriate)
- Guide the individual’s shifting perspectives toward actions and solutions
- Set meaningful goals that identify a specific behavior
- Next StepsCheck for understanding
- Acknowledge behavioral changes
- Support progress and encourage performance
- Ensure the individual writes his or her own actions plan and sets meaningful goals and is specific on the behaviors to adjust.
- Schedule a check-in meeting in two weeks. Make sure to follow up on the individual’s performance within a reasonable period of time.
[Information provided by D Learn | Disney Leadership Essentials]
Tips I’ve received over the years from other managers…
- Speak with heart and genuineness. Do not overly rehearse
- Tone matters
- Try to have commonality with whom you are speaking with
- Listen with the intent of understanding, not with the intention to respond
How to Inspire and Empower Others
Before one can inspire and empower others, it is important to engage employees first. Employees are more engaged when they have the following beliefs about their leaders:
- I trust my Leadership
- My leader cares about me as an individual
- My leader recognizes me for doing a good job
- My leader helps me in my development
- My leader applies policies and procedures fairly and consistently
- My leader is available when I need support
- My leader follows up on issues that are important to me
- There is open communication between Leadership and my team
[Information provided by D Learn | Disney Leadership Essentials]
Coaching Different Personality Types
Over the years, I’ve had numerous Tour Directors tell me how much they appreciated my leadership, mentorship, and the feedback I’ve provided. My approach has always been to create a supportive environment where they feel encouraged to share their ideas, develop their skills, and ultimately enhance the guest experience.
I’ve learned that each person brings a different set of strengths and challenges to the table, so I’ve made it a point to adapt my coaching style to suit each individual. Some might need more hands-on guidance in the moment, while others thrive with detailed feedback during one-on-one conversations. Regardless of their personality or learning style, my goal has always been to meet them where they are and help them grow. This might mean refining their communication skills, helping them navigate complex situations, or simply building their confidence as they lead groups.
The results of this approach have been clear—many of the Tour Directors I’ve worked with have not only seen improvements in their guest satisfaction scores but also advanced in their careers. Seeing their growth and success has been one of the most rewarding parts of my role, and it confirms that providing personalized support and constructive feedback is an effective way to help others achieve their potential.
Managing Conflict
Workplace conflict is an unfortunate yet unavoidable part of any professional setting. Over the course of my career, I have encountered a variety of conflicts, ranging from minor misunderstandings to more significant interpersonal challenges. For instance, two tour directors who were sharing a room experienced tension due to their contrasting personal habits. One consistently set early alarms and repeatedly hit the snooze button, disrupting the other’s rest. In another case, an executive consistently belittled her assistant, fostering a toxic and unproductive work environment.
In both cases, my role was to offer support, act as a neutral mediator, and provide a safe space for individuals to voice their concerns. Over time, I’ve come to understand that at the core of most conflicts is a fundamental desire to be heard and understood.
For example, in the case of the tour directors, the solution involved a candid discussion about respecting each other’s boundaries and finding a compromise in their routines. With the situation between the executive and her assistant, the approach was more delicate. Although the power dynamics were more complex, I made sure to lend a compassionate ear to the assistant, offering her emotional support and advice on how to address the issue constructively. I encouraged her to approach the executive directly and share how the behavior was impacting her ability to perform her duties effectively.
Ultimately, I’ve found that most conflicts can be resolved through clear, empathetic communication, with the goal of finding a middle ground that respects the needs and perspectives of all parties involved. While not every situation is easily solvable, especially when power dynamics are at play, the act of listening and offering guidance can often pave the way for positive change.
Leadership Changes
Over the course of my 17-year tenure at Disney, I had the unique experience of working under eight different Presidents and Vice Presidents, as well as numerous Directors and Managers—too many to count. Each leader brought their own strengths and weaknesses to the role, creating both opportunities and challenges for the team. The frequent changes in leadership could certainly be stressful for staff members, as each new leader would come with a different leadership style, vision, and approach. However, despite these challenges, it was crucial that we, as a team, worked collaboratively to support the new leadership. After all, we shared a common goal: to create exceptional experiences for our Guests and uphold the esteemed Disney brand.
By aligning our efforts toward these shared objectives, we ensured that, regardless of the leadership change, our core mission remained unchanged. Our commitment to delivering memorable vacations for families and ensuring that every Guest had a magical experience remained the driving force behind our work. This sense of unity and purpose helped guide us through periods of uncertainty and change, proving that, at the heart of every transition, it was our dedication to the overall vision that kept us on track.
Creating Focus During Change
During my time at Disney, as I navigated through multiple leadership changes, I learned the importance of creating focus amid such change. In times of uncertainty, it became essential not only to understand the shifting priorities of new leaders but also to help my team maintain a clear and unified sense of purpose.
One of the first steps in establishing focus during leadership transitions was clear communication. While I was often the one providing briefings to incoming leaders, I also made sure to communicate transparently with my team about the changes. This openness allowed the team to feel more secure and aligned, even as new directives emerged. By addressing any concerns and emphasizing the shared goals we had as a department, I was able to create a sense of stability that helped the team stay focused and motivated.
Another key aspect of maintaining focus was reiterating our core values and overarching mission, regardless of who was in charge. While leadership styles and individual priorities may have shifted, our commitment to delivering exceptional experiences for our Guests and preserving the integrity of the Disney brand remained unchanged. By emphasizing these core values, I was able to redirect the team’s attention back to the bigger picture—ensuring that, no matter the leadership, we were always working toward the same ultimate goal.
I encouraged my team to approach it as a chance to learn, adapt, and contribute to shaping new strategies. Fostering an environment where change was embraced, rather than feared, helped maintain enthusiasm and allowed us to stay focused on continuous improvement.
Closing
In reflecting on my career at Disney, I can confidently say that the lessons I’ve learned and the experiences I’ve had have shaped me not only as a leader but also as an individual. The principles of emotional intelligence, effective feedback, conflict resolution, and adapting to leadership changes have been integral to my growth.
Looking ahead, I recognize that leadership is an evolving journey, one that requires ongoing reflection and adaptation. While the challenges may change, the core values I’ve embraced will remain foundational to how I lead and inspire others. As I continue to apply these principles, I remain focused on supporting and empowering those I work with, helping them reach their full potential, and contributing to the success of the organizations I am a part of.
