A unique company culture of shared language, goodwill, and trust fueles exceptional hospitality and consistently exceeded guest expectations.

Will Guidara shares his journey working for Danny Meyer's Union Square Hospitality Group (USHG) in New York City, starting with his time at Tabla, a renowned Indian restaurant. He paints a picture of the head chef, Floyd Cardoz, as a tough but inspiring leader who instilled in his team a spirit of resilience and a relentless pursuit of excellence, regardless of the odds. Employees were encouraged to go the extra mile for guests, such as topping up their parking meters while they enjoyed their meal. This culture of exceeding expectations was fueled by the infectious enthusiasm of managers like Randy Garutti, who made their teams feel valued and supported. Another key aspect of USHG's culture, according to Guidara, was the common language created by Danny Meyer. Phrases like "make the charitable assumption" served as reminders for the staff to always see the best in their colleagues and guests. This shared language, Guidara believes, was instrumental in fostering a culture of exceptional hospitality. Guidara also talks about the strong sense of community within USHG, a culture so tight-knit and caring that it was often referred to as a "cult" by outsiders. But far from being a negative, Guidara insists that these strong bonds among the staff were the driving force behind their ability to deliver top-notch hospitality. Towards the end, Guidara shares a surprising twist in his journey. He was offered the position of assistant manager at Meyer's new restaurant, Blue Smoke. Despite his initial excitement, he made the unexpected decision to turn down the offer. In essence, Guidara's journey reveals how USHG's unique company culture, built on principles like goodwill, shared language, enthusiasm, and trust in employees, resulted in unparalleled hospitality. This culture enabled USHG to consistently delight guests, even as their expectations kept rising.

Most restaurants are driven by either the chef or the restaurateur, which usually benefits either the food or the service.

Will Guidara's journey to co-owning Eleven Madison Park restaurant in New York City is a fascinating tale. It all started when he was a young busboy at Spago restaurant in Los Angeles. One day, he accidentally broke some plates and was publicly scolded by the chef. This incident taught him a harsh lesson about the often disrespectful treatment of front-of-house staff in fine dining kitchens. Later on, Guidara's mentor and boss, Danny Meyer, offered him the position of general manager at Eleven Madison Park. Despite his initial hesitation to work in fine dining, Guidara decided to give it a shot for a year before chasing his dream job at Shake Shack. Before taking up the offer, Guidara had a meeting with Daniel Humm, the chef Meyer had recently brought on board at Eleven Madison Park. They found common ground in their love for food and hospitality, despite their different backgrounds. Guidara made it clear that he would only agree to partner with Humm if they could break down the traditional hierarchy between the kitchen and front-of-house staff, and make decisions together. Guidara noticed that most restaurants are driven by either the chef or the restaurateur, which usually benefits either the food or the service. However, he and Humm had a different vision. They wanted a restaurant where both the kitchen and dining room were equally important. This approach would compel them to make decisions that would benefit the entire restaurant, rather than just one side. Guidara accepted the job with the hope that this new leadership model would change the perception that fine dining prioritizes food over hospitality. His goal was to provide guests with an equally impressive experience of cuisine and service. Guidara was confident that by working in true partnership with Humm, they could change the role hospitality plays in the world's top restaurants.

Will Guidara reinvented fine dining at Eleven Madison Park by challenging traditional norms, prioritizing hospitality over qualifications, and fostering a culture of passion and connection.

In his journey of reinventing the fine dining experience at Eleven Madison Park restaurant, Guidera found that his lack of traditional fine dining experience was actually a boon. He started questioning the age-old rules of service that seemed to hinder the true spirit of hospitality. For instance, he encouraged servers to engage in casual conversations with guests and even lean on tables, breaking away from the stiff formality that was synonymous with fine dining. He believed that building a connection with the guests was more important than sticking to rigid etiquette. Guidara's hiring philosophy was unique as well. He prioritized a hospitable attitude over qualifications listed on a resume. He was confident that the fundamentals of service could be learned on the job, and what was more important was absorbing the evolving culture of the restaurant. He was very careful about his hiring decisions, believing that one wrong hire could negatively impact the team's morale. He preferred to be understaffed than to make hasty hiring decisions. One of the key elements of Guidara's approach was the daily pre-meal meeting. This meeting served as a platform to unite the staff and communicate the restaurant's culture. Guidara himself led these meetings initially, setting an example of consistency. He also reduced unnecessary side tasks, ensuring that the staff had time for these meetings. The meetings were started and concluded with call-and-response chants, which helped in energizing the staff. Guidara also believed in empowering his staff by adjusting the rules. He allowed cooks to serve food in their whites, enabling them to interact with guests. He was of the opinion that rules should enhance hospitality, not restrict it. He promoted critical thinking over blind adherence to the traditional norms of fine dining. As the culture at the restaurant improved, Guidara noticed that enthusiasm was becoming contagious. New hires who were passionate about their work were brought on board in groups. When a server high-fived him after providing flawless service, Guidara knew that caring had become the new "cool" at the restaurant. In conclusion, Guidara believes that the key to Eleven Madison Park's success was the reinvention of the old, stuffy traditions of fine dining. By challenging the norms, hiring for hospitality, and instilling passion in his staff, he was able to create a culture that delighted guests with exceptional service, not just with the food.

Strategic planning sessions, value workshops and idea generation, known from successful corporates also help in running a restaurant.

Seeking inspiration from companies renowned for their strong cultures Guidera found that many of them held strategic planning sessions to set their goals. Taking a leaf from their book, Guidara held the first strategic planning session at EMP in 2007, where all staff members were invited. During this session, they identified "education," "passion," "excellence," and "hospitality" as their core values. They decided to focus on achieving "excellence" and "hospitality" simultaneously, even though these two values could sometimes be at odds with each other. Moving on, Guidara talks about the "ownership program" he initiated. This program allowed enthusiastic staff members to take complete responsibility for specific areas like coffee, cocktails, or tea. Guidara provided them with guidance and then let them take charge. This approach not only motivated the staff but also enhanced the programs and allowed managers to concentrate on other areas. Furthermore, Guidara promoted a culture of learning by arranging "Happy Hour" classes where staff could teach about beverages and the history of the restaurant. Staff members were also encouraged to lead sections of the daily pre-meal meeting. Guidara believes that this teaching experience boosted their confidence and helped them develop leadership skills. Guidara was also open to ideas from all staff members. He made it a point to listen attentively to their suggestions to encourage more input in the future. He believes that effective leaders empower others to become leaders themselves. He also made certain collaborative efforts compulsory. For instance, new reservationists were required to make immediate improvements to their office space to encourage active participation. Guidara firmly believes that collaboration was the key to EMP's success. It brought in fresh ideas, united the staff behind common goals, and fostered a sense of ownership. He attributes the outstanding hospitality provided by the staff to this "cultural bonfire." To sum up, Guidara's experience demonstrates how leaders in any field can harness the passions of their staff, promote learning and idea generation, share control, and encourage collective goal-setting to create an empowered and enthusiastic culture that is ready to exceed customer expectations.

Sustainable hospitality requires balance, self-care, and a mindful company culture.

In the early days of the restaurant, the thrill of success and recognition was intoxicating. The young and passionate team was so driven to achieve excellence that they worked relentlessly. However, this pace was not sustainable and led to burnout. Guidara realized that in their pursuit of perfection, they had overlooked the importance of company culture and employee morale. To rectify this, they decided to slow down. They eliminated the complex service flourishes that they had added in their quest for perfection. Guidara started focusing on sustainability during pre-meal meetings instead of constantly pushing for advancement. He emphasizes the importance of leaders looking down and taking care of their team, rather than just looking ahead. This slowing down created room for the staff to recharge their "oxygen tanks" by engaging in activities they loved outside of work. Guidara then introduced a unique strategy to help his team manage stress. He brought in a friend who taught breathing techniques to juvenile psychiatric patients. The staff at EMP learned to use the phrase "DBC" (deep breathing club) as a cue to calm down amidst chaos. This phrase helped overwhelmed colleagues regain their composure and signaled others to step in and assist. In the spirit of collaboration that Guidara had cultivated, the staff also suggested changes that could help them work better. One such change was a subtle touch on the lapel as a discreet signal for "I need help." Guidara believes that this made asking for help more efficient and removed the stigma associated with it. Guidara asserts that restoring balance was a crucial step towards future success. He argues that ambition without self-care is unsustainable. Leaders need to set an example by taking time to recharge and creating an environment where employees can breathe.

Chef Daniel Humm's innovative strategies, creativity and commitment to hospitality transformed Eleven Madison Park into a world-renowned restaurant despite economic challenges.

This is a captivating story about how chef Daniel Humm transformed Eleven Madison Park (EMP) into one of the world's top restaurants. The journey wasn't easy, especially when the 2008 recession hit, causing a wave of cancellations as people started to cut back on luxuries like fine dining. Faced with this challenge, Humm had to make some tough yet creative decisions. He found ways to cut costs without compromising the guest experience. For instance, he started using less expensive dishware and found ways to reduce kitchen waste. Simultaneously, he saw opportunities to increase revenue. One such strategy was offering an affordable prix fixe lunch menu, which attracted a new crowd of guests. A significant turning point was when Frank Bruni, a critic from The New York Times who had previously given EMP only 3 stars, made an unexpected return visit. The team treated every dinner service as if Bruni was in the dining room, preparing for his return. Their hard work and preparation were rewarded with a glowing 4-star review. Bruni praised EMP's "wonderful, wonderful" food and the "magnitude of enchantment" he experienced. This review was a game-changer. Reservations started flooding in, and Humm had to quickly expand his team to keep up. However, this success brought a new challenge. Guests now expected a level of formality that matched a 4-star restaurant, which was at odds with EMP's more relaxed approach. To address this, Humm introduced the concept of "earning informality". This meant starting the meal with a formal tone, then gradually relaxing the atmosphere once a rapport was established with the guests. The focus was always on hospitality, rather than just excellence. This approach of building connections with guests proved successful. In 2010, EMP was nominated as one of the World's 50 Best Restaurants. Despite the difficulties brought on by the recession, Humm's creativity, dedication to his team, and commitment to maintaining a strong culture elevated EMP to an internationally acclaimed fine dining destination. His story offers a glimpse into the resilience, innovation, and humanity required to excel in the hospitality industry.

"Improvisational hospitality" identifies emotional moments and is ready with tools to surprise and delight for an unforgettable, personalized experience.

Let's dive into a unique approach to hospitality, which they called "improvisational hospitality." This approach was all about personalized gestures, which they referred to as "Legends." The idea sparked when Humm happened to hear guests mentioning that they had dined everywhere in New York City, except for a street hot dog cart. Seizing the opportunity, Humm bought a hot dog, had his chef present it in a stunning manner, and served it to the guests in the middle of their meal. The guests' overwhelming joy led Humm to brainstorm more ways to bring such delightful surprises to his guests. Soon, the team started surprising guests with unexpected gifts like DVDs of their favorite movies, champagne in their hotel rooms, and other such personalized gestures. However, to ensure these gestures were consistently executed, Humm realized the need for a dedicated role and thus, the "Dreamweaver" was born. Dreamweavers were creative individuals who crafted custom-made gifts and experiences for guests. Some of the memorable moments they created included a surprise performance by a pop-up mariachi band for a staff member who was a fan of mariachi music, a Christmas-themed caviar course for a guest who loved Christmas, and transforming the private dining room into a beach oasis for guests who had to cancel their vacation. Each guest had a unique experience. To make this concept more manageable, Humm developed a "tool kit" for frequently occurring situations to facilitate spontaneous hospitality. This included creating mini maps of New York's highlights, providing toiletries for guests who might have had a bit too much fun the night before, and preparing snack boxes for travelers. This approach not only made work more enjoyable for the staff but also boosted their morale. Humm believes that these personalized gestures foster deeper connections and create more lasting memories than the typical luxury touches. The ultimate aim was to provide guests with unforgettable experiences that they would share with others for years to come. Humm is convinced that this concept of improvisational hospitality can be adopted in any business. For example, real estate agents can greet buyers with personalized gifts instead of the usual generic ones. Car salespeople can enhance test drives by providing snacks for the customers' kids. The trick is to identify emotional moments and be ready with tools to surprise and delight.

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Unreasonable Hospitality - Book Summary (2024)

Will Guidara

"Unreasonable Hospitality" is a book that explores the concept of hospitality, emphasizing its importance in building relationships and communities, and challenging readers to go beyond the norm in showing kindness and generosity to others.

Key Ideas

Will Guidara, co-owner of the renowned New York restaurant Eleven Madison Park, advocates for businesses to prioritize exceptional hospitality for both customers and employees.

Guidara's journey began at an awards event for the world's top restaurants. He and his partner, Daniel Humm, were disheartened to find their restaurant at the bottom of the list. This disappointment sparked a desire to transform their restaurant into a place that not only offered excellent food but also made people feel valued and cared for. This passion for hospitality was ignited during a memorable childhood dinner at the legendary Four Seasons restaurant in New York.

Guidara's parents, both of whom worked in the airline hospitality industry and fell in love there, further influenced his perspective. His mother, despite battling terminal brain cancer, would wait in the car for Guidara's tennis practice to finish. Her warm smile upon his return taught him the impact of a heartfelt welcome.

Guidara's commitment to hospitality was put to the test when he hosted renowned chef Daniel Boulud for a guest chef dinner at his college. He went the extra mile to make Boulud's team feel welcome, taking them to his favorite local bar and throwing an after-party. This act of kindness was returned when Boulud invited Guidara and his grieving father for a special dinner at his restaurant following Guidara's mother's passing.

This experience underscored for Guidara the dignity of service work and the unique capacity of hospitality professionals to bring joy or provide solace during significant life events. He distinguishes between excellent service, which he describes as "black and white" or technically correct, and outstanding hospitality, which adds "color" by making people feel genuinely cared for.

Guidara concludes by sharing how he made hospitality the cornerstone of his restaurant business. He is convinced that focusing on gracious, personalized, "unreasonable" hospitality can revolutionize any service industry in today's shift from a manufacturing to a service economy. He contends that the way businesses make people feel will set the great apart from the average. Guidara's hope is to inspire professionals across all fields to prioritize hospitality and human connection.

"Unreasonable Hospitality" by Will Guidara is a compelling book that explores the art of hospitality and its profound impact on businesses and personal relationships. Guidara, a renowned restaurateur, shares his insights and experiences to redefine hospitality as an unreasonable pursuit of excellence, going beyond the expected to create memorable experiences for guests. The book is a guide to creating a culture of hospitality that can transform any business or personal interaction into a meaningful and rewarding experience.

10 Actions to Implement Learnings:

Embrace the Unreasonable: Challenge the status quo and go beyond what is expected in providing hospitality. This could mean personalizing experiences or going the extra mile to make someone feel special.
Create Memorable Experiences: Focus on creating experiences that guests will remember. This could be through unique interactions, personalized service, or unexpected surprises.
Cultivate a Culture of Hospitality: Foster a culture of hospitality within your organization. This means treating employees with the same level of care and respect as you would your guests.
Lead with Empathy: Understand and empathize with the needs and feelings of your guests. This will allow you to provide a level of service that truly resonates with them.
Prioritize Communication: Effective communication is key in hospitality. Ensure that you are clear, concise, and considerate in your interactions.
Invest in Training: Invest time and resources in training your team. This will ensure that they are equipped to provide the highest level of service.
Be Consistent: Consistency is key in hospitality. Ensure that every interaction is as good as, if not better than, the last.
Pay Attention to Details: The smallest details can make the biggest difference in hospitality. Pay attention to these details and use them to enhance your service.
Embrace Feedback: Use feedback from your guests to improve your service. This will show that you value their opinions and are committed to providing the best experience possible.
Celebrate Success: Recognize and celebrate the successes of your team. This will motivate them to continue providing exceptional service.

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