Unreasonable Hospitality: The Remarkable Power of Giving People More Than They E

Description: Unreasonable Hospitality by Will Guidara "Essential lessons in hospitality for every business, from the former co-owner of legendary restaurant Eleven Madison Park"-- FORMAT Hardcover LANGUAGE English CONDITION Brand New Publisher Description National BestsellerEssential lessons in hospitality for every business, from the former co-owner of legendary restaurant Eleven Madison Park.Will Guidara was twenty-six when he took the helm of Eleven Madison Park, a struggling two-star brasserie that had never quite lived up to its majestic room. Eleven years later, EMP was named the best restaurant in the world.How did Guidara pull off this unprecedented transformation? Radical reinvention, a true partnership between the kitchen and the dining room-and memorable, over-the-top, bespoke hospitality. Guidaras team surprised a family who had never seen snow with a magical sledding trip to Central Park after their dinner; they filled a private dining room with sand, complete with mai-tais and beach chairs, to console a couple with a cancelled vacation. And his hospitality extended beyond those dining at the restaurant to his own team, who learned to deliver praise and criticism with intention; why the answer to some of the most pernicious business dilemmas is to give more-not less; and the magic that can happen when a busser starts thinking like an owner.Today, every business can choose to be a hospitality business-and we can all transform ordinary transactions into extraordinary experiences. Featuring sparkling stories of his journey through restaurants, with the industrys most famous players like Daniel Boulud and Danny Meyer, Guidara urges us all to find the magic in what we do-for ourselves, the people we work with, and the people we serve. Author Biography Will Guidara is the cofounder of The Welcome Conference, and the cofounder and former co-owner of Make It Nice, a restaurant group that includes Eleven Madison Park, Made Nice, and The NoMad. Review "Guidara makes his nonfiction debut with an enthusiastic guide for leaders [and asserts] sage advice about leadership." – Kirkus Review"Will Guidara is one of the very best in the hospitality business, but this book is for everyone. His insights on how to be a great entrepreneur cut through the noise." – David Chang, chef and founder of Momofuku, and host of Ugly Delicious "Working alongside Will Guidara is the ultimate masterclass in how to thoughtfully improve the lives of those around you. He is now sharing his truly remarkable gift with the world in this keenly observant and heartfelt must-read, for anyone looking to stand out from the pack." –Dan Levy, Emmy® award winning writer, actor, director, and producer of Schitts Creek "One of the five best management books I have ever read. Plus, it is the most engaging and entertaining – by a wide margin. This is, flat out, not a book to miss." – Roger Martin, writer, strategy advisor and management thinker "Will Guidara weaves heartfelt stories and keen observations to illustrate how purposeful, no-holds-barred hospitality satisfies our essential need to belong. An exceptional book for anyone or any organization aiming to excel at human connection." – Danny Meyer, CEO of Union Square Hospitality Group and author of Setting the Table "In this book, Will Guidara shows us how to lead and to serve at the next level by building a foundation of hospitality, and creating a people-first "working together" culture. Its an inspiring book for businesses in every industry." – Alan Mulally, former CEO of Boeing and Ford "In dining rooms, in conference rooms, and in all corners of hospitality, Will Guidara has made a career out of going above and beyond, giving people what they want, even when they dont know they want it. This book puts his story, and more than a few of his trade secrets, in your hands." — Questlove "Will gives us the best reason to be unreasonable—the people we serve. His approach to hospitality is novel, noble, and not at all exclusive to the restaurant industry. If you want to revolutionize the way you do business, you need this book!" — Dave Ramsey, bestselling author and radio host "Making people feel welcome, accepted, appreciated, seen, known… what could be cooler than that? This is what Will has unlocked in this book: that hospitality is as thrilling and inspiring to give as it is to receive, both in work, and in life."— Christina Tosi, founder and CEO of Milk Bar Review Quote "Will Guidara is one of the very best in the hospitality business, but this book is for everyone. His insights on how to be a great entrepreneur cut through the noise." - David Chang, chef and founder of Momofuku, and host of Ugly Delicious "Working alongside Will Guidara is the ultimate masterclass in how to thoughtfully improve the lives of those around you. He is now sharing his truly remarkable gift with the world in this keenly observant and heartfelt must-read, for anyone looking to stand out from the pack." -Dan Levy, Emmy Excerpt from Book Chapter 1 Welcome to the Hospitality Economy At home, we were on top of the world. Our restaurant, Eleven Madison Park, had recently received four stars from The New York Times, and a couple of James Beard Awards, too. But when my chef-partner Daniel Humm and I arrived at the cocktail reception the night before the awards for the 2010 Worlds 50 Best Restaurants, we understood: this was a whole different ball game. Imagine every famous chef and restaurateur youve ever heard of milling around, drinking champagne and catching up with friends-and not one of them was talking to us. Id never felt so much like a freshman at a new high school trying to figure out where to sit in the cafeteria, not even when I was a freshman. It was a huge honor to be invited. The 50 Best awards had begun in 2002, but theyd become immediately meaningful in the industry. First of all, they were decided by a jury of a thousand well-regarded experts from around the world. And nobody had ever considered before how the best restaurants on the planet ranked against one another. By doing so, the awards gave these restaurants a push to become even better when they might have been content to rest on their laurels. The awards ceremony itself was held at Londons Guildhall, so regal and imposing it might as well have been a palace. As Daniel and I sat down, more than a little intimidated, we foolishly tried to gauge where we were going to land on the list based on where we were sitting relative to chefs like Heston Blumenthal of Englands Fat Duck, or Thomas Keller of Per Se, both of whom had been in the top ten the year before. I guessed forty. Daniel, always more optimistic, guessed number thirty-five. The lights went down, the music played. The emcee for the night was a handsome, debonair Brit. And while Im sure there were all the usual formalities and introductions and "thank you for comings" before the bomb dropped, in my memory there was little preamble before the man said, "To kick it off, coming in at number fifty, a new entry from New York City: Eleven Madison Park!" That knocked the wind right out of us. We slumped over and stared at our feet. Unfortunately, what we couldnt have possibly known (because it was our first year at this event, and because we were the very first restaurant called) is that when they call your name, theyre also projecting your image onto a gigantic screen at the front of the auditorium, so that everyone can see you celebrating your win. Except we werent celebrating. We were at the very bottom of the list! Mortified to see our dejected faces on the thirty-foot-tall screen, I elbowed Daniel, and the two of us mustered a smile and a wave, but it was too little, too late: an auditorium filled with the most celebrated chefs and restaurateurs in the world-our heroes-had already borne witness to our devastation. The night was over for us before it had even begun. At the reception afterward, we ran into Massimo Bottura, the Italian chef of Osteria Francescana, a Michelin three-star based in Modena-and number six on the list (not that we were counting). He saw us, started laughing, and couldnt stop: "You guys looked pretty happy up there!" Fair enough, but Daniel and I werent laughing. It was an honor to be recognized as one of the fifty best restaurants in the world; we knew that. Still-in that room, we had come in last place. We left the party early and headed back to our hotel, where we grabbed a bottle of bourbon from the bar and sat, ready to drown our sorrows, on the steps outside. We spent the next couple of hours moving through the five stages of grief. Wed staggered out of the auditorium in denial-had that really happened? Then we got mad-who the hell did they think they were? We breezed through bargaining and spent the better part of the bottle on depression before settling into a state of acceptance. On one level, its absolutely ridiculous to call any restaurant "the best restaurant in the world." But the importance of the 50 Best list is that it names the places that are having the greatest impact on the world of food at a given moment in time. The techniques that Spanish chef Ferran Adri^ pioneered at El Bulli introduced molecular gastronomy to the world. RenZ Redzepi championed foraged and wild-caught foods from the land and water surrounding his Copenhagen restaurant Noma, and a local food movement was born. And if youve eaten out or walked down the aisles of your local grocery in the last ten years, youve felt the impact those innovations have had on my industry and beyond. These chefs had the courage to make something no one had made before, and to introduce elements that changed the game for everyone. We hadnt done that yet. Wed worked our butts off to earn a spot on that list, but what, really, had we done that was groundbreaking? The more we talked, the more it became clear: nothing. We had everything we needed: the work ethic, the experience, the talent, the team. But wed been operating as glorified curators, picking the best features of all the great restaurants that had come before us and making them our own. Our restaurant was excellent and made a lot of people happy. But it hadnt yet changed the conversation. When I was young, my dad gave me a paperweight that read, "What would you attempt to do if you knew you could not fail?" Thats what I was thinking about when Daniel and I wrote, "We will be Number One in the world," on a cocktail napkin. It was very late, and the bottle was mostly empty by the time we stumbled back to our respective rooms. I was exhausted, but my mind kept racing back to that napkin. Most of the chefs on the 50 Best list had made their impact by focusing on innovation, on what needed to change. But as I thought about the impact I wanted to make, I focused on the one thing that wouldnt. Fads fade and cycle, but the human desire to be taken care of never goes away. Daniels food was extraordinary; he was undeniably one of the best chefs in the world. So if we could become a restaurant focused passionately, intentionally, wholeheartedly on connection and graciousness-on giving both the people on our team and the people we served a sense of belonging-then wed have a real shot at greatness. I wanted to be number one, but that desire wasnt just about the award; I wanted to be part of the team that made that impact. Just before I drifted off to sleep, I smoothed out the napkin and added two more words: "Unreasonable Hospitality." Service Is Black and White; Hospitality Is Color When I was younger, I took a lot of pride in coming up with interview questions. I now believe the best interview technique is no technique at all: you simply have enough of a conversation that you can get to know the person a little bit. Do they seem curious and passionate about what were trying to build? Do they have integrity; are they someone I can respect? Is this someone I can imagine myself-and my team-happily spending a lot of time with? But before I had the experience to let the conversation flow, one of my favorite questions to ask was, "Whats the difference between service and hospitality?" The best answer I ever got came from a woman I ended up not hiring. She said, "Service is black and white; hospitality is color." "Black and white" means youre doing your job with competence and efficiency; "color" means you make people feel great about the job youre doing for them. Getting the right plate to the right person at the right table is service. But genuinely engaging with the person youre serving, so you can make an authentic connection-thats hospitality. Daniel Humm and I spent eleven years turning Eleven Madison Park, a beloved but middling two-star brasserie serving seafood towers and soufflZs, into the number one restaurant in the world. We got on that 50 Best list by pursuing excellence, the black and white, attending to every detail and getting as close to perfection as we could. But we got to number one by going Technicolor-by offering hospitality so bespoke, so over the top, it can be described only as unreasonable. We had a radical idea of what the guest experience could be, and our vision was unlike any other out there. "Youre not being realistic," someone would invariably tell us, every time we contemplated one of our reinventions. "Youre being unreasonable." That word "unreasonable" was meant to shut us down-to end the conversation, as it so often does. Instead, it started one, and became our call to arms. Because no one who ever changed the game did so by being reasonable. Serena Williams. Walt Disney. Steve Jobs. Martin Scorsese. Prince. Look across every discipline, in every arena-sports, entertainment, design, technology, finance-you need to be unreasonable to see a world that doesnt yet exist. Chefs at the finest restaurants in the world had long been celebrated for being unreasonable about the food they served. At Eleven Madison Park, we came to realize the remarkable power of being unreasonable about how we made people feel. Im writing this book because I believe its time for every one of us to start being unreasonable about hospitality. Of course, I hope everyone in my own industry reads this book and makes that choice, but I believe this idea can result in a seismic shift if it extends beyond restaurants. For most of this countrys history, America functioned as a manufacturing economy; now, were a service e Details ISBN0593418573 Author Will Guidara Short Title Unreasonable Hospitality Language English Year 2022 ISBN-10 0593418573 ISBN-13 9780593418574 Format Hardcover Subtitle The Remarkable Power of Giving People More Than They Expect Publication Date 2022-10-25 Place of Publication New York Country of Publication United States US Release Date 2022-10-25 UK Release Date 2022-10-25 Edited by Simon Burko Birth 1939 Affiliation Harvard University Position Senior Research Scientist Qualifications M.D. DEWEY 658.812 Audience General Publisher Penguin Putnam Inc Imprint Portfolio NZ Release Date 2022-12-14 AU Release Date 2022-12-14 Pages 288 We've got this At The Nile, if you're looking for it, we've got it. With fast shipping, low prices, friendly service and well over a million items - you're bound to find what you want, at a price you'll love! TheNile_Item_ID:138318242;

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