Ambition, Resilience, and Connection

A major disappointment tests a leader because uncertainty can make it tempting to panic. Cutting expenses can protect a business, but trying creative ideas can help it move forward.

Raindrops Make Oceans

Small chances to increase sales can add up. At Eleven Madison Park (EMP), desserts offered one such chance. The delivery rule was “low and slow”: carry desserts at eye level and walk slowly so nearby diners could see them and want one.

A rolling dessert cart made choosing even easier. Guests could see the desserts, order, and receive them immediately instead of waiting.

On August 11, 2009, Frank Bruni awarded EMP four stars in The New York Times. His review was titled Eleven Madison Park Makes a Daring Rise to the Top.

Guests also showed how much people enjoy dressing up when nobody requires it. When guests choose to dress up, they willingly help make the occasion special instead of feeling obliged to do so.

Earning Informality

The team had to earn the freedom to be informal by providing excellent service first. Once they had mastered service that met demanding standards, they could give more attention to warmth while maintaining those standards.

Being Present

For the next year, the team focused on relationships. Being present meant giving guests their full attention instead of thinking ahead to the next task. That attention helped the team connect personally with guests, beyond providing technically excellent service.

Learning to Be Unreasonable

The team publicly committed to becoming the number one restaurant in the world. By saying the goal aloud, they gave talented people a difficult ambition they could choose to pursue together.

Reasonable vs. Unreasonable

In Alchemy: The Dark Art and Curious Science of Creating Magic in Brands, Business, and Life, Rory Sutherland suggests that reversing a good idea can also produce a good idea. Guidara connects this to questioning the limits people usually accept. The team could not reach its goal by relying only on familiar approaches.

Hospitality Isn’t a Transaction

When a leader explains why an idea matters, the team can help solve problems the leader cannot solve alone. EMP removed its welcome podium so greeting guests would feel personal rather than like a business transaction.

Each night, the maître d’ researched the names on reservations and prepared reservation photo sheets for each seating. These sheets helped staff recognize guests as they arrived and greet them by name.

Hospitality is a Dialogue, Not a Monologue

Rao’s in New York accepts no reservations. To get in, a guest needs an invitation from someone who owns a table. Inspired by Rao’s, EMP introduced a minimalist conversation-based menu. Instead of staff simply presenting the menu, ordering became a conversation with guests. This gave staff another chance to connect with them.