TRAINING
Why “Extraordinary” is a System, Not a Personality Trait by William Cline , Publisher & President for 35 years of Cline Group, a marketing, research and advertising consultancy specializing the scuba diving industry.
I N DIVE OPERATIONS, “extraordinary service” is often treated as something intangible – the result of a great captain, a charismatic divemaster, or a crew that just happens to click. When things go well, it’s attributed to good people. When they don’t, the explanation is usually bad luck, a rough group, or challenging conditions. That thinking is exactly why most operations experience wildly inconsistent results. The reality, proven across multiple locations and years of
appropriate given the conditions. That distinction is critical. By scoring behaviors on a simple scale, the program shifted the conversation from personality to performance. Staff weren’t being judged – they were being coached. A score of “adequate” wasn’t failure, it was a baseline. A score of “extraordinary” wasn’t a mystery, it was a clearly defined set of actions that produced a visible guest response. This had profound effects on both guests and crew. Guests experienced smoother days. Boats felt calmer.
real-world use, is that extraordinary service is not accidental and it is not personali- ty-dependent. It is the predictable outcome of a deliberately designed operating system that shapes behavior, reduces uncertainty, and aligns everyone on the boat around the same definition of success.
Briefings were clearer and more engaging. Staff interactions felt intentional rather than reactive. These aren’t small details – they’re the moments guests remember when deciding whether to return, rec- ommend, or tip. For staff, the impact was just as important.
This matters because dive operations run in dynamic, high-risk environments. Without a system, every day becomes an improvisation.
This is where many dive businesses misunderstand Standard Operating Procedures. They assume SOPs are about control, paperwork, or limiting flexibility. In practice, the opposite is true. Well-designed SOPs remove guesswork, reduce staff stress, and create the conditions where crews can actually relax, engage, and deliver better experiences. At the heart of a high-performing operation is clarity. When captains, divemasters, photo staff, and crew all know exactly what is expected of them – not just mechanically, but behaviorally – decision fatigue disappears. No one is wondering, “Should I step in here?” or “Is this my responsi- bility?” The system answers those questions in advance. This matters because dive operations run in dynamic, high-risk environments. Conditions change. Guests arrive with wildly different experience levels. Staff turnover is constant. Without a system, every day becomes an improvi- sation. Improvisation is exhausting, and exhausted staff do not deliver great service. Over the next 12 issues I will breakdown a system developed in a real world tropical dive environment that addresses this head-on by defining observable behaviors rather than vague ideals. The system developed addressed this head-on by defining observable behaviors rather than vague ideals. It didn’t ask whether a crew member was “good” or “nice.” It asked whether they were present, engaged, proactive, and
When expectations were clear, anxiety dropped. Crews stopped guessing what management wanted and started fo- cusing on execution. Because extraordinary service was defined in advanc e, staff could succeed on purpose instead of hoping they “read the room” correctly. The increase in tip revenue that followed wasn’t coinci- dence . When guests feel seen, supported, and genuinely en- gaged, generosity follows naturally. No solicitation. No pressure. Just the outcome of a well-run experience delivered by a confident crew. Perhaps most importantly, the system protected the operation itself. Consistency across locations meant the brand didn’t depend on a single standout employee. New staff could be onboarded faster. Performance issues were addressed with data, not emotion. Liability exposure was reduced because procedures weren’t just written – they were lived. Extraordinary service, in this context, stops being a buzzword. It becomes a repeatable outcome. And that’s the shift this series will explore. Not how to be nicer, louder, or more entertaining – but how disciplined operators design systems that quietly produce better days, better guests, and better businesses.
Next month, we’ll start where every successful day actually begins: with the captain, and why their real job has very little to do with driving the boat.
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