Nina Marić on Building Trust and Innovation in Hospitality
Nina Marić has built a strong reputation in hospitality through her dedication and expertise. Nina is the owner of Oltre Hospitality through wich she builds lasting relationships through trust and respect with industry professionals.
In this interview, she offers insights into her career, the current state of the industry, and the future opportunities she sees on the horizon.
Nina, your journey in hospitality began at the young age of 15 in Rovinj, Croatia. What initially drew you to this industry, and how did those early experiences shape your career?
I was not actually drawn by the industry; it was almost imposed on me by numerous circumstances. I grew up in a destination and region that are both still today very much dependent on tourism. The majority of the inhabitants are part of this industry, and affected by it, in one way or another. When someone started working at a very young age, chances were their summer job ended up being in tourism, so that is exactly what happened to me. At the time I was lucky enough to score a receptionist job. Today people have to go through universities to sore a job like that.
What I like to say is that I was shaped by this industry and grew-up in it. When you start at age 15, manners soon become part of your common sense. Through hard work, I learned about mannerism, respect, hierarchy, polite behaviour, what it meant to be well-groomed and presentable, how to adjust, handle stress, what it meant communicating with people from different countries etc. I realized that I was good, that I was capable, and I enjoyed it. However, I also realized I always had ideas on how to improve something, that I was never shy about doing something in a different way, approaching managers with ideas and advocating to implement them. So, I decided I wanted to become someone who will be heard and someone who will be able to make a difference. For that, I needed experience, big names, languages and diplomas as support every time someone questioned my abilities.
Today, I can say in total honestly that if I could go back, I am not entirely sure I would choose the same path. During my adult years and all my travels, I discovered so much about myself. I have developed so many interests and discovered fields that excite me – like art, design, architecture and psychology. So, what I have done is I have implemented all of them in my career and made them my forte. I feel that those interests that I have discovered only later in life, give me a real edge in my work today. My critical eye sees things and analyses them on a much deeper level.
You have a rich educational background with degrees in Economics, Hotel Management, and Sustainable Tourism Management. How have your studies influenced your approach to hospitality management?
As mentioned above, I wanted those degrees be my support system and I wanted them to open doors for me. My education has given me the credibility I needed in numerous situations. Without those, I strongly believe I wouldn't have had the same opportunities I did. However, did I really believe that the knowledge I gained was useful in my every day job? Honestly, no!
What happened is that, as years passed, I started to consume knowledge in a different way. I started to understand that the things I learned back then, the things I learn now, the information I expose myself to, are incredibly relevant. I wish I had this level of interest when I was in university, at least for some classes, I would totally have taken much more from them. Moreover, new information needs to come at a steady pace, constantly. Everything is useful, everything is applicable and everything matters. So even today I set a goal for myself to complete one internationally acclaimed course per year.
Having worked in eight different countries and with numerous nationalities, how has your international experience shaped your understanding of hospitality and leadership?
As far as hospitality is concerned, one has to have the cultural sensitivity and respect to understand that hospitality is nothing more than a feeling. There isn't a defined standardized recipe that will work everywhere. Each country has its unique approach to hospitality. Being able to adapt to these differing standards and expectations ensures that service is always top-notch, regardless of location. Exposure to various cultures enhances the ability to appreciate and respect different customs, traditions, and social norms. For example, knowing that certain cultures value privacy while others appreciate more interaction can guide how services are tailored.
Leadership comes in various forms. Different cultures respond differently to different leadership styles. Some may prefer a more hierarchical approach, while others thrive under a collaborative and egalitarian style. The ability to understand when to switch and then actually switch between these styles is essential for effective leadership. For me, emotional intelligence, empathy and adaptability are crucial in leadership. They eventually help to build strong, trusting relationships with team members, regardless where they come from, and regardless where you are in the world.
Being fluent in five languages is a remarkable skill. How has your ability to communicate in multiple languages benefited your career and interactions within the hospitality industry?
I am fluent in 5, and I am currently at beginners’ level in learning another one. I can also read and understand 2 more due to constant exposure I have had, but am not confident enough to even try to speak those due to lack of any formal education. Languages and learning them are part of my life and education since age 4, and I really enjoy it.
Indeed, being fluent in many languages has brought so many advantages and benefits, like no other skill. To begin with, my job opportunities were broader. Because I knew so many languages, I was never fearful about being able to adjust in a different country, which is exactly the reason why I ended up working in so many. Moreover, languages made my career advance more rapidly, building relationships with guests and colleagues from various countries, enhanced the quality of interactions within the industry. Nowadays, this skill still enhances networking opportunities and potential collaborations.
What are some of the key lessons you’ve learned about cultural adaptation and leading diverse teams from your experiences in Japan and other countries?
I had an intense love-hate relationship with Japan in particular, a country that has truly tested me. It started with admiration that led me to pack and move there, then ‘hate’ due to my feeling of not belonging and not being able to adjust, followed by profound love that has developed through understanding. Japan is an amazing country with incredible culture that has shaped me both personally and professionally.
One of the key lessons I learned specifically in Japan is to be very attentive to high-context communication and I try to read the room and situation before having an opinion. In Japan indirect communication and reading between the lines, also known as high-context communication, are common. In contrast, in Western cultures we favour direct and explicit communication. Adapting to these differences was essential. However, adapting is only possible with knowledge, understanding and respect of the traditions and culture.
Secondly, I moved to Japan as a very young manager in charge of a global mega-event F&B department. Our first event was held right there, in Chiba. I have always been in favour of having a defined and clear hierarchy, but in Japan, hierarchy plays a crucial role in society and significantly influences business practices. Seniority and age are highly respected, and titles and positions are indicators of status. What is more, seniority and titles go hand in hand in Japan. Needless to say, that for this reason, my presence was very confusing for the national team I collaborated with. If we add to this hurdle the language barrier, the inability to read between the lines and unawareness of all customs and practices, we can easily reach the conclusion that they did not take me seriously at first at all. The only solution I had was adjusting using my common sense. I did not jump into conclusions; I was not loud and I lead by example by working very hard. When nothing else works, your hard work, dedication, positive attitude and common sense will always pay off. Working hard has earned me the respect and support of a team of 150 people, which is the total number of people I managed during 3 event days in Chiba, and 14 preparation days. As the event was global, a month later I had to do it all over again on another continent. A month later, another destination awaited. What I learned is how important it is to prepare well and that knowledge about a country and culture where you are about to set foot to, is key.
You mentioned having incredible mentors throughout your career. Could you share some insights into how these mentors have influenced your management style and philosophy?
In retrospect, all of them had this quiet and composed leadership style which was so distant from my exuberant character back in the days. They all led by example, with only few words, but always the right ones, always the right and composed approach. Some of the situations and words that came out of their mouth I still remember vividly, that is how impactful saying the right thing at the right time can be. This is the first lesson I took, speaking only at the right time and with sense. As said, in the past I was more exuberant, louder, emotionally driven, direct and having seen that the opposite had such a strong effect, that it had produced such great teams and positive work atmospheres, I worked really hard towards becoming that. Changing your character trait is the hardest work you can do, and it is always work in progress.
Another trait my mentors had in common was that they gave people space and freedom by making them accountable. When you are accountable, your motivation is different, you are different and you give your best. This is another thing I took, and swear by it even today. If you are in my team, this means that I chose you for some reason. I will then teach you everything I know, without any reservations. After that, if I do let you ‘fly alone’ it means that I trust you, that I believe in your skillset and common sense. I believe that you can be held accountable and I also need to be consistent with my decisions. Meaning you are indeed going to make decisions on a daily basis and your decisions will have effects. You will be faced with those effects, good or bad. It also means that am the last resort in solving any type of issue with guests, in operations or between colleagues. I am proud to say this approach created a lot of young professionals that are today thriving in this industry. Nowadays, there are too many procedures that require supervisors, managers and too many people to get involved in solving simple situations. This creates lethargic, apathic and unmotivated team members.
Lastly, one thing I did not take from my mentors but took from my family - fairness. I come from a working-class family with hard-working parents that have always taught me to be fair towards every single worker and that workers are important. Fairness fosters a positive work environment, builds trust and respect. As far as I am concerned, workers come first (not customers) as only a happy and content worker can produce a happy customer.
What advice would you give to students and young professionals who are looking to build a successful career in the hospitality industry?
Gain relevant education; don’t forget about self-development
Gain practical experience; the sooner you start, the better
Setting goals is important, but setting process goals is crucial. Whatever you do, be sure that it fulfils a set process goal and that it is a clear step towards your specific goal
At the beginning, be ego-driven to a certain extent, not-money driven Money will eventually come to those with solid foundation and a fair share of experience
Exit your comfort zone, move to a foreign country and surround yourself with people you do not know, you will be amazed on how natural it will be in the future to adjust to any situation you will find yourself in
Oltre was born out of your belief in the power of sharing knowledge. What are your long-term goals for Oltre, and how do you envision it impacting the hospitality industry?
Exactly, I believe in sharing knowledge. I have encountered in my career many managers that were apprehensive in sharing knowledge, which I never really understood. To me that is the first sign of weakness, and I would personally never want to be perceived as weak.
My long-term goals for Oltre are: to collaborate on projects that truly excite me, inspire me and enable me to be creative, to continue to build lasting relationships through trust and respect with industry professionals, people I admire, young talents and inspiring leaders, and to bring Oltre to even more distant destinations.
Impacting an industry like this is very difficult. We need to honestly say that those who truly can impact it can be counted only on the palm of one hand. However, any change that is for the better, no matter how big or small that one can make in someone else’s career, project or other, should be reason enough to be content.
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