Nurturing leadership from within: Deanne Garling on empowering talent at The Ritz-Carlton Maldives, Fari Islands

By Maaish Mohamed and Mariyam Saliya Mohamed

At The Ritz-Carlton Maldives, Fari Islands, the drive for excellence is grounded not only in delivering guest satisfaction but also in empowering its people. Deanne Garling, Director of Human Resources, plays a central role in this effort. Her leadership and commitment to developing local talent were recently recognised when Marriott Kurimagu Leadership Programme received the ‘Training and Development Programme of the Year’ award at the Hotelier Maldives Awards 2025. This award specifically honours the Kurimagu Leadership Programme, a structured initiative designed to cultivate leadership potential among team members across Marriott’s eight resorts in Maldives.

Garling describes the programme as rooted in a belief that leadership is not defined by a job title but can be cultivated at every level of an organisation. “The Kurimagu Leadership Programme was born from our unwavering belief in the potential of our Maldivian talent,” she explains. “Inspired by our commitment to growing leaders from within, the programme reflects our philosophy that our Ladies and Gentlemen are the most important resource in our service commitment to our guests.” The name Kurimagu, which implies growth and nurturing, is symbolic of the resort’s approach to talent development.

The programme is built on three pillars: Service Leadership, Operational Excellence, and Self-Discovery. Each participant engages in a series of workshops, mentoring sessions, and hands-on projects. Garling notes that the design of the programme was intentional in helping participants build both technical skills and personal confidence. “The curriculum includes modules on communication, team collaboration, conflict resolution, and service excellence,” she says. “Each element is designed to build confidence and strategic thinking.”

For Garling, the success of the programme is best measured through the personal and professional growth of its participants. She recalls the journey of one of the first Kurimagu graduates who began as a Learning and Development Manager and today serves as Human Resources and Learning Development Manager. “The transformation was not just professional—it was deeply personal. Through mentorship, cross exposure, and tailored development plans, he gained the confidence and skills to influence, inspire, and lead with empathy.” That graduate now mentors new participants in the programme, creating a self-reinforcing cycle of development.

Maintaining engagement in training and development within a busy resort operation requires consistent effort. Garling and her team have embedded learning into the rhythm of daily life at the resort. “We view learning as a daily ritual, not a one-time event,” she says. Training takes many forms, from daily Line Ups and team meetings to digital micro-learning modules and cross-training experiences. The resort’s leaders are encouraged to coach on the job and celebrate small achievements as part of the learning journey. “Our leaders play a vital role by coaching in the moment and recognising progress every step of the way.”

As guest expectations shift, the skills required to meet them also evolve. Garling points out that today’s luxury traveller seeks personalisation and meaningful connection. “Today’s luxury guest values personalisation, and an emotional connection,” she explains. As a result, the resort places emphasis on emotional intelligence, adaptability, cultural awareness, and storytelling—skills that allow team members to go beyond service transactions and create memorable experiences. “It’s not just about executing tasks flawlessly—it’s about creating meaningful moments and lasting memories.”

Garling believes the role of Human Resources at The Ritz-Carlton Maldives is to support the full lifecycle of employee engagement, from hiring to development to progression. “Human Resources is the heart of our resort—responsible for nurturing the soul of our brand: our Ladies and Gentlemen,” she says. The department’s role includes aligning the values of the organisation with the experiences of its people, ensuring they feel supported and inspired. “This emotional connection is what translates into the authentic, anticipatory service our guests expect and cherish.”

Operating in a remote island environment presents unique considerations, particularly when it comes to talent mobility and well-being. Garling acknowledges the complexity of managing HR in such a setting, but also sees its advantages. “Talent mobility, mental well-being, and community dynamics are key considerations,” she explains. “But the rewards are equally powerful—we build strong bonds, foster a sense of purpose, and create a tight-knit culture.” The island setting allows for close relationships and a shared commitment that extends beyond the workplace. “We have the privilege of shaping careers, building lifelong friendships, and creating a strong, united community that feels more like family than workforce.”

Garling emphasises that learning at the resort is not confined to formal training programmes. Rather, it is built into everyday interactions. “Learning at The Ritz-Carlton is a mindset,” she says. The resort encourages leaders to serve as coaches and role models, while also fostering informal learning through peer mentoring and the celebration of ideas and innovation. “Every interaction is an opportunity to learn. Leaders are encouraged to coach in the moment, celebrate progress, and role model curiosity.” The use of storytelling, job shadowing, and self-led digital learning supports a learning culture that is both practical and sustainable.

The Kurimagu Leadership Programme was born from our unwavering belief in the potential of our Maldivian talent. Inspired by our commitment to growing leaders from within, the programme reflects our philosophy that our Ladies and Gentlemen are the most important resource in our service commitment to our guests.

For others in the hospitality industry seeking to create impactful training programmes, Garling advises beginning with a clear understanding of the people involved. “Start with a deep understanding of your people—listen to their aspirations and challenges,” she says. Training initiatives, she adds, should align with both business objectives and individual development. “Blend technical skills with leadership and emotional intelligence. And most importantly, create space for feedback, storytelling, and celebration.” The most successful training programmes, in her view, are those that support the long-term growth of individuals while meeting the immediate needs of the operation.

Garling sees the Kurimagu Leadership Programme expanding in scope and influence. The goal is to position it as a benchmark for leadership development across the region. “Our vision is to establish Kurimagu as a regional benchmark for leadership development,” she shares. Plans include partnerships with guest facilitators and Marriott properties across the region to introduce new perspectives and broaden participant exposure. Future focus areas will include sustainable hospitality and digital transformation. “The goal is to shape purpose-driven, globally minded leaders who uphold the Ritz-Carlton legacy.”

Through her work at The Ritz-Carlton Maldives, Fari Islands, Deanne Garling is helping to shape a future where leadership is inclusive, development is continuous, and every team member feels equipped to contribute meaningfully to the guest experience. By investing in people and fostering a culture of growth, she is not only preparing individuals for leadership roles but reinforcing the values that define the brand.