John StephensonIn the realm of leadership, excellence extends beyond perfecting products or services; it’s about forging deep human connections. Will Guidara, esteemed restaurateur and speaker, exemplifies this philosophy by elevating his establishment to global prominence through what he terms “unreasonable hospitality.” His journey from restaurant manager to industry leader, with a focus on people, offers valuable leadership lessons.
1. Pursuing Excellence Beyond Recognition
Will Guidara’s commitment to excellence saw Eleven Madison Park rise from 2 to 4 stars in The New York Times and 0 to 3 Michelin stars. However, accolades were never the primary motivation. When Guidara attended award ceremonies, he found himself seated alongside industry heroes he had admired for years. This recognition only fueled his team’s drive for continuous improvement.
Story: Despite their accomplishments, Guidara remained focused on the team’s pursuit of creating the best dining experience, not just winning awards. At one awards ceremony, as they anxiously waited, they weren’t called until the very top. This anticipation only heightened their dedication to be more than just the “best” but to also create impact.
2. Turning Work into Fun
Guidara found an innovative way to break the monotony and pressure of running a world-class restaurant by gamifying work. He implemented playful competitions, breaking tasks into small games that improved the team’s performance.
Story: For example, during seating assignments for awards ceremonies, Guidara realized the awkwardness of where they would be placed—often not knowing if they would be near the top or not. He turned this into a lighthearted game with the team, easing tensions and making the process enjoyable. Leaders can learn from this by introducing fun into the workplace, making even high-stakes moments less stressful and more engaging for the team.
3. Leading Through Impact, Not Just Excellence
When Eleven Madison Park was named the best restaurant in the world, Guidara reflected on what truly made them stand out. While excellence in food was crucial, it wasn’t the primary factor. What truly set them apart was their relentless focus on creating extraordinary experiences for their guests.
Story: Guidara recounts the awards night when they finally reached the #1 spot. As the countdown progressed, he found himself blacking out from the excitement, only to be stunned when their name was finally called. It wasn’t just their food that won them the title—it was the feeling they gave people that made them unforgettable. Being the best wasn’t about having the best food, but about having the greatest impact on how people felt.
4. The Importance of Pre-Meal Meetings
Pre-meal meetings in restaurants are often routine, but Guidara saw them as a wasted opportunity. He transformed these moments into a vital part of building trust and camaraderie within his team.
Story: Guidara would often return from life experiences outside the restaurant, bringing stories and lessons to share with his team during these meetings. He referred to some of these as his “permanent collection,” stories he would tell over and over again because of their significance. These pre-meal meetings evolved into powerful culture-building sessions, inspiring the team to see their work as more than just serving food, but as an opportunity to make a meaningful impact.
5. The Power of Unreasonable Hospitality
One of Guidara’s most iconic stories exemplifies how small, thoughtful gestures can create unforgettable experiences.
Story: At Eleven Madison Park, when someone got engaged, the restaurant would pour them champagne, but with a twist. They would secretly swap out the champagne flutes with Tiffany-blue glasses, wash them after use, and present them to the couple as a gift on their way out. This simple, personalized touch left a profound impact on guests, who often remembered the gesture far more than the food they ate. This story shows that excellence isn’t just about the product—it’s about making people feel special in ways they’ll never forget.
6. Creating Memorable Experiences for Both Guests and Staff
Guidara ensured that his staff was just as involved in creating magical moments as his guests.
Story: One memorable instance involved a server who organized an impromptu wedding reception for a couple. The spontaneous act of kindness created an unforgettable experience not only for the guests but also for the entire restaurant staff, who became addicted to making magic happen. This story teaches that leaders should empower their teams to take ownership of the customer experience, making it not just about the service but about creating lasting memories for everyone involved.
7. Scaling Unscalable Processes
Guidara’s belief in systemizing the non-scalable helped drive innovation at Eleven Madison Park.
Story: After a seven-hour flight delay, Guidara checked into his hotel at 4 am, only to be met by the night manager with his room key already in hand. The manager, Oscar, handed him the key without requiring a lengthy check-in process, allowing Guidara to get much-needed rest. Later, Guidara learned that this wasn’t a one-time gesture but a systemized process for guests arriving after 2 am. Even the most unscalable gestures, like thoughtful late-night check-ins, can be systemized and scaled to create consistent hospitality. Leaders can apply this concept by finding ways to embed kindness and personalization into everyday processes.
8. The Profound Impact of Small Gestures
Sometimes, the simplest gestures have the greatest impact.
Story: On one occasion, after experiencing a frustratingly delayed flight, Guidara was greeted by a hotel manager who immediately handed him his room key without the need for check-in. This small, considerate act left a profound impression. In another instance, his restaurant would surprise engaged couples with personalized gifts, showing how tiny touches of hospitality can leave lasting memories. Leaders should never underestimate the power of small, thoughtful actions that make people feel valued.
9. Unreasonable Hospitality as a Win-Win-Win
Guidara’s pursuit of excellence through unreasonable hospitality wasn’t just good for the guests—it was good for the business and the staff.
Story: He realized that every dollar spent on creating memorable guest experiences was far more valuable than any dollar spent on traditional marketing. Guidara described how guests became brand ambassadors, telling stories far more impactful than any ad campaign could. Additionally, his team was given the autonomy to add their own creativity to the experience, which made them feel personally invested in the restaurant’s success. Leaders should empower their teams to take ownership, allowing them to contribute creatively and take pride in their work.
10. The Nobility of Service
For Guidara, service was more than just a job—it was an opportunity to make a meaningful impact on people’s lives.
Story: He would remind his team that while they weren’t saving lives, they were helping people celebrate some of the most important moments of their lives or giving them a chance to forget about their problems, even if just for a few hours. He believed that by being truly kind and caring to every guest, they could make the world a nicer place. Leaders should embrace the nobility of service, understanding that their work has the power to positively influence the lives of others in ways they may never fully realize.
Will Guidara’s journey teaches us that leadership through excellence transcends producing top-tier products or services—it’s about forging deep connections, creating meaningful experiences, and inspiring others to care deeply. By leading with heart, thoughtfulness, and a commitment to unreasonable hospitality, we can build teams and organizations that not only succeed but also leave a lasting legacy of positive impact. This approach to leadership doesn’t just elevate businesses; it transforms lives and sets a new standard for excellence in any industry.
Binil Chacko
John Stephenson
Alexander Mathai