Being a Public Health Officer (PHO) aboard a cruise ship can be a demanding and often thankless role. Reports of limited support and encouragement from senior management are common. Efforts to elevate public health standards may sometimes go unnoticed, leading to feelings of underappreciation. Staying motivated in such circumstances becomes a formidable challenge. Yet, for many PHOs, this is their reality.
In an industry where public health can sometimes be perceived as an inconvenient anchor rather than a prerequisite for success, finding personal motivation becomes crucial. However, maintaining that motivation during a challenging contract is not straightforward; it’s a deeply personal endeavor. What fuels one person’s passion may not ignite the same fire in another. So, how do these guardians of hygiene and sanitation persist in their collective goal of safeguarding the health of passengers and crew, even while navigating a company culture that may appear unsupportive?
Utopia of the Seas
“An individual can make a difference, but a team can make a miracle.” – Doug Pederson
Throughout my maritime career, I’ve had the privilege of visiting several vessels where the ship’s council, composed of its senior-most officers, collaborated to create truly inspiring on board environments. This isn’t just about a friendly group of leaders—although the cruise industry is indeed blessed with many wonderful people. I’m talking about the ‘holy grail’: an environment where all departments collaborate seamlessly, supporting each other to achieve their individual goals. This cooperation extends beyond public health and safety, covering guest satisfaction, on board revenue, and other key performance indicators.
Such a shipboard environment is a shoreside HR Manager’s ultimate dream. It’s where leaders from the Deck, Engine, and Hotel Departments align their efforts, steering the ship in the same direction. Team members openly discuss challenges, working together to find solutions. Differing opinions are welcomed, as debating ideas is considered to lead to better outcomes and drives continuous improvement efforts. Successes are celebrated, and mistakes are quickly acknowledged as valuable learning experiences. In this environment, team members aren’t concerned with who gets the credit (or the blame); they focus on supporting one another.
Effective teams like these, where individuals collaborate and specialize in their respective fields, are the cornerstone of success in any business. For PHOs fortunate enough to experience such an atmosphere—and I hope everyone gets this chance at least once in their career—the sentiment is clear. When all departments unite as one, everyone feels more supported in their roles. In a cooperative environment like this, other departments understand and respect the importance of public health, making it easier for PHOs to implement and supervise protocols, as it’s seen not as “enforcement” but as an opportunity for improvement.
PHOs are more likely to feel valued and appreciated when their efforts are acknowledged and supported by both their peers and senior management. A harmonious work environment can also help alleviate the stress and pressure that they often face. Public Health Officers typically occupy a solitary position on board—functioning within a department of one—so knowing they have the backing of senior management can lighten some of the burdens associated with their responsibilities. Such a positive and inclusive work culture can significantly boost an individual’s motivation. When the overall atmosphere is one of mutual respect and cooperation, it fosters a sense of belonging and purpose.
Unfortunately, I’ve found such an environment to be a rare phenomenon—one untouched by the internal politics that frequently affect our industry. While it’s been suggested that great teams are the product of their environment, it could be argued that when such a shipboard environment is created, it’s typically in spite of the broader company culture. Yet, I firmly believe that if such conditions can be established on one ship, it can be replicated across a fleet.
Moreover, if achieving this is feasible, it should also be attainable within a company’s headquarters ashore, where many of the cultural issues affecting the on board environment originate. This is not a criticism of those working in the office—just like aboard the ships, there are many fantastic individuals striving to bring about positive change while facing similar challenges. However, while company culture is shaped by the behaviors of all its people, it is the leaders at the top who have the most influence. Ultimately, a company’s culture is defined by the behaviors they are willing to tolerate.
Public Health Challenges in the Cruise Industry
“If you really want to do something, you’ll find a way. If you don’t, you’ll find an excuse.” — Jim Rohn
In the pursuit of establishing successful public health cultures, the cruise industry faces numerous challenges. A significant obstacle is the entrenched mindset of “We’ve always done it this way.” For instance, while preparing ships for VSP inspections might have sufficed in the past—if the goal was merely to achieve an arbitrary score—true progress in public health demands consistent and proactive efforts.
By investing resources into improving internal procedures and developing comprehensive, standardized crew training programs, the industry can cultivate a culture of public health excellence. Crew members value genuine actions over token gestures, as these efforts contribute to a sustainable and effective public health environment on board. Moreover, this approach makes the job of a PHO easier, as it conveys the company’s commitment to public health as an everyday priority, not just a requirement when sailing in U.S. waters.
One of the specific challenges PHOs face is the constant need to enforce health protocols among officers and crew who may not always be cooperative. This can range from ensuring basic hygiene measures, like washing hands before entering the crew mess, to tackling the complexities involved in guaranteeing the safe provision of food and water. Often, uncooperative environments arise due to the inconsistent application of standards—when a company communicates that public health is a top priority but treats requirements as optional based on circumstances. Additionally, the lack of consequences for disregarding public health protocols further exacerbates the issue.
The dynamic and multicultural environment on a cruise ship challenges PHOs to overcome language barriers and cultural differences while implementing health measures, adding another layer of complexity to their already demanding roles. Additionally, the isolation of being at sea for extended periods can impact mental health, a concern shared by all crew members. Long working hours with limited resources, combined with the pressure to prevent health incidents, can be overwhelming. While recent initiatives to support seafarer mental health are welcome, no amount of deep breathing or yoga can solve the fundamental issue of working in an unsupportive environment.
Staying Motivated as a Cruise Ship Public Health Officer
“Motivation is what gets you started. Habit is what keeps you going.” — Jim Ryun
I deeply empathize with Public Health Officers working for cruise lines without an onshore public health department. In the absence of opportunities to discuss issues with peers and brainstorm solutions, self-motivation becomes even more crucial. These PHOs will inevitably face challenges, especially when joining a ship where senior management may not be supportive. Such situations can be particularly daunting for newcomers to the cruise industry, where no amount of caffeine or motivational quotes can provide a quick fix.
Surprisingly, even when a cruise line has a shoreside public health department, many PHOs report receiving minimal to no support from their land-based colleagues. Reflecting on my own experience as one of those shoreside managers, I regret not dedicating more time to communicate with my on board Public Health Officers. We often justify our actions with excuses about overwhelming workloads and limited resources, but ultimately, what holds greater significance—supporting your team or responding to an email? To truly elevate public health standards, we must win the hearts and minds of those on board, and that cannot be achieved from a desk a million miles away.
As a PHO, maintaining motivation day in and day out can be challenging, especially during difficult contracts. In a perfect world, we’d all have roles and work environments that keep us motivated and engaged. However, reality often falls short, and you might find yourself feeling like you’re swimming against the current. Whether it’s an Executive Chef who doesn’t support efforts to improve standards in the galley, or a Chief Engineer who seems indifferent to your work, these challenges are common in the industry. Whatever difficulties you’re facing, take some comfort in knowing you are not alone in trying to overcome them.
Feeling unsupported or unappreciated by senior management can naturally lead to doubts. During these moments, when your confidence and enthusiasm might waver, it’s essential to remember that success isn’t solely about gaining recognition. Recognition isn’t always within your control and doesn’t fully reflect your personal achievements or worth. Ultimately, we control our own mindset and can empower ourselves by defining—and adjusting—our personal success metrics to fit the environment we’re in. All too often, we base our perception of success on external validation, but true success is about who we become through the process of pursuing our goals.
When we pursue our goals, we often focus on the end result and how others perceive our achievements. However, the real value lies in the journey itself and how it shapes us. The skills we develop, the resilience we build, and the lessons we learn along the way are what truly define our success. While it’s rewarding to see the impact of our efforts across all departments, it’s also perfectly fine to concentrate on specific areas or individuals who are open to improvement. Sometimes, not everyone can be reached or influenced, and that’s okay; it still represents meaningful progress and positive change.
Remember, your commitment to public health and personal growth is what drives your success. Success in public health doesn’t happen overnight; it’s the result of small, consistent efforts—even in the face of resistance. Keep focusing on what truly matters to you, and you’ll find ways to harness your motivation and continue your vital work.
As the author Mark Cain said, “The first step toward success is taken when you refuse to be a captive of the environment in which you first find yourself.”