Ever wondered how a New York restaurant went from obscurity to receiving a coveted three-star review from The New York Times? How did Eleven Madison Park (EMP) transform its team culture, innovate its offerings, and ultimately become one of the World’s 50 Best Restaurants? Want to dive into the world of Unreasonable Hospitality and learn how it revolutionizes not just the restaurant industry, but can apply to any business?

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

At home, Will Guidara, the author, was thrilled. His restaurant, Eleven Madison Park, had received top accolades, but he realized they were in a different league at the 2010 World’s 50 Best Restaurants awards. 

Surrounded by culinary legends, they felt like freshmen trying to find a seat in a new cafeteria. The anticipation was immense as they waited to see where they would rank. When the emcee announced, “Number fifty, a new entry from New York City: Eleven Madison Park!” they were stunned and disappointed. Projected on a giant screen, their dejected faces were on display for all their heroes to see. Mortified, they left early, drowning their sorrows with bourbon, moving through the stages of grief.

But then, a shift in perspective: they needed to innovate, not just curate. Inspired by a paperweight’s message, “What would you attempt to do if you knew you could not fail?” they set a new goal: “We will be Number One in the world,” written on a cocktail napkin. It wasn’t just about food; it was about connection and hospitality.

Daniel Humm and Guidara spent eleven years transforming Eleven Madison Park. They learned that true greatness came from offering hospitality so exceptional it was deemed unreasonable. This commitment to making people feel seen and valued was their secret sauce.

Throughout his journey, Guidara discovered the transformational power of hospitality. A profound moment was when Guidara and his father, grieving his mother’s death, were invited by Chef Daniel Boulud to his restaurant. His extraordinary hospitality provided a brief but unforgettable respite from their sorrow. This experience reinforced Guidara's belief in the nobility of service.

In this new era, Guidara urges everyone to embrace hospitality. Whether in restaurants or other service industries, making people feel good can revolutionize businesses and lives. The hospitality economy is about creating unforgettable moments, turning black and white experiences into vibrant, Technicolor memories.

Can Eleven Madison Park's Leap to Number One Teach Us the True Power of Hospitality?

Growing up, Will Guidara spent every Saturday with his dad at his restaurant business, Restaurant Associates. From fancy establishments like the Rainbow Room to bustling coffee shops, the energy in those dining rooms captivated him. His dad, always intentional and precise, managed to balance his demanding job with caring for Guidara's mother, who was in a wheelchair, and still found time to support Guidara. His approach to life taught Guidara the importance of intention and organization.

At thirteen, Guidara knew his goals: study restaurant management at Cornell, open a restaurant in NYC, and marry Cindy Crawford (he did better on the third goal with his awesome wife!). His first job at Baskin-Robbins was a mess with ruined cakes, but he learned a lot. In high school, Guidara worked various restaurant jobs, and eventually got into Cornell's Hotel School.

Despite his dad's reservations about committing too early to a restaurant career, Guidara pursued it. After graduation, he and his friend explored NYC's finest restaurants, and Guidara was particularly drawn to Danny Meyer's establishments, Eleven Madison Park and Tabla, for their unique blend of excellence and friendliness. Danny's philosophy of Enlightened Hospitality focused on treating employees well, which in turn ensured great customer service.

Guidara landed a manager position at Tabla, where Chef Floyd Cardoz's passion and intensity inspired him. Tabla taught him the power of being the underdog and the importance of respecting the kitchen. His experience there, from deveining shrimp to chopping onions, was invaluable.

Danny Meyer's book, Setting the Table, emphasized extraordinary gestures of hospitality, like saving a guest's champagne from exploding. These stories shaped Guidara's approach to service, leading to small but impactful gestures like feeding parking meters for guests. Working with Randy Garutti at Tabla, Guidara learned the power of positivity and ownership, which he carried forward in his career.

His dad's advice to explore different approaches led Guidara to work at Restaurant Associates, learning both restaurant and corporate smarts. He split his time between purchasing and accounting, gaining a comprehensive understanding of the business. Hani Ichkhan taught him the importance of systems and the value of detailed financial reports.

Returning to Union Square Hospitality Group, Guidara managed the casual food service operations at MoMA, balancing corporate and restaurant smarts. He implemented creative solutions to improve guest experience while managing costs. One notable project was designing a gelato cart for the Sculpture Garden, leveraging the Rule of 95/5: manage 95% strictly, and spend 5% on exceptional guest experiences.

Danny's offer to run the restaurants at MoMA presented a unique challenge. Guidara learned that empowering the team and maintaining high standards could coexist with running a profitable business. This blend of corporate and restaurant smarts became the foundation of Guidara's success in the hospitality industry.

From Rainbow Room to Eleven Madison Park: Lessons in Hospitality with Danny Meyer

Everyone in Hollywood dined at Spago, Wolfgang Puck’s legendary restaurant. Guidara spent a summer there working as a busboy, half a busboy really, with fewer tables and tasks. One day, he accidentally shattered a stack of bread and butter plates. The chef de cuisine publicly humiliated him, showing no respect for the dining room staff. This experience left a lasting impression on how he handles mistakes within his own team.

Years later, Guidara was offered the general manager position at Eleven Madison Park (EMP). The restaurant was stunning but misaligned; it felt like a special-occasion venue serving brasserie food. Danny Meyer, the owner, sought a chef to elevate the cuisine to match the grandeur of the space. He found Daniel Humm, a talented young chef, but the restaurant still struggled due to disjointed management and staff friction.

When Guidara arrived, the team was divided: the old guard resented the new fine-dining squad, and service was inconsistent. He spent his first weeks listening to every employee, identifying strengths, and fostering communication. He introduced systems like daily pre-meal meetings to instill consistency and shared purpose. They celebrated wins, shared knowledge, and clarified expectations.

One critical lesson was to slow down to speed up. They scaled back on overwhelming information, focusing on mastery of the basics before progressing. They initiated regular tests to build confidence and ensure everyone was on the same page.

Eventually, Guidara delivered a speech to the team, inspired by a former colleague’s approach. He declared their mission to make EMP one of New York’s best restaurants, emphasizing fairness and consistency. He invited the team to join him in creating a four-star restaurant for the next generation. The transformation wasn’t immediate, but through dedication and unity, they began their journey toward excellence.

How Did Transforming EMP Into a Four-Star Restaurant Start With a Humble Busboy at Spago?

"Hey, Will? Can I talk to you for a second?" That was how it started—Will Guidara breaking a fine-dining rule by leaning on a table while chatting with a regular. The service director was flustered, insisting it was a no-no. This small moment was a catalyst for Guidara's approach at Eleven Madison Park (EMP).

Before EMP, Guidara trained at The Modern, where his casual café background was met with skepticism. But he saw his inexperience as a strength, allowing him to challenge the status quo and focus on what truly mattered: the guests' experience. Traditions were questioned; if a rule didn’t enhance hospitality, it was out. 

Take the classic soufflé presentation. Traditionally, the server turned away from the guest, but Guidara had them maintain eye contact and conversation, making the experience more personal. They even started sending their guests home with granola instead of difficult-to-make pastries, prioritizing what they'd actually enjoy.

Building a genuine connection with guests was crucial, and for that, they needed a great team. Instead of hiring fine-dining veterans, they looked for people with the right attitude. Everyone started as a kitchen server, learning the culture from the ground up.

Hiring slow and aiming for A players was essential. A good team could handle the pressure and support each other, like soldiers covering each other in battle. 

One memorable day, they nailed a synchronized soup service, high-fiving in the kitchen. It was clear—caring had become cool at EMP. Conversations shifted to successful guest interactions, and the energy was infectious.

A review once said EMP needed a bit of Miles Davis, an American jazz composer. While they weren’t sure what it meant, it inspired them. Miles was collaborative and constantly reinventing himself, which became their guide. They even created a list of words reflecting his approach: Cool, Endless Re-innovation, Inspired, and more. These words became their ethos.

Their first strategic planning meeting in 2007 brought the team together to define their goals. They landed on four key concepts: Education, Passion, Excellence, and Hospitality. These weren’t just buzzwords—they were their foundation, driving them to balance precision with warmth.

Ultimately, their mission was clear: create a magical experience for their guests. This was not just a job; it was a responsibility to make the world a little better through genuine hospitality. Whether in restaurants or other industries, understanding the importance of your work can transform routine tasks into meaningful contributions.

From Skepticism to Stardom: How Eleven Madison Park Reinvented Hospitality

The restaurant’s strategic planning meeting left Guidara's team buzzing with excitement. Everyone was eager to contribute, and a sense of shared purpose filled the air. Inspired by Simon Sinek's concept of a "worthy rival" from his book "The Infinite Game," Guidara thought about their unforgettable dinner at Per Se in 2006. The experience there, from the playful salmon tartare cornet to the luxurious presentations, set a high bar that they aimed to meet.

One detail that stood out was the mediocre cup of coffee at the end of the otherwise perfect meal. This nudged Guidara to think about Jim Betz, their coffee-enthusiast employee, and it became clear: Jim should lead their coffee program. This idea sparked the beginning of various ownership programs at Eleven Madison Park (EMP).

Kirk Kelewae, a young hire passionate about beer, was another example. Despite his initial hesitance, he thrived when given responsibility. He revamped their beer program so successfully that EMP gained national recognition for it. Similarly, Sambath Seng transformed their tea service, and Leo Robitschek, once skeptical, became a cocktail guru.

These programs, where staff managed different aspects of the restaurant, not only improved their offerings but also empowered Guidara's team. They learned, grew, and contributed in ways that elevated the entire dining experience. This collaborative spirit led to numerous innovations, from better service flows to creative beverage pairings.

When The New York Times critic Frank Bruni visited, their meticulous attention to detail paid off. They had trained relentlessly, ensuring everything from lighting to the placement of each plate was perfect. This commitment to excellence culminated in a glowing three-star review.

Guidara's journey at EMP was a testament to the power of giving people ownership and fostering a culture of collaboration. It wasn't just about making great food; it was about creating an environment where everyone felt invested in the restaurant's success. This ethos of shared responsibility and relentless pursuit of excellence became the foundation of their celebrated hospitality.

How Did Simon Sinek's Worthy Rival Concept Revolutionize Eleven Madison Park's Success?

Guidara loves any excuse to wear a tuxedo, so walking the red carpet at the James Beard Awards in May 2007 with chefs Thomas Keller and Daniel Boulud was thrilling for him. Daniel had been nominated for the Rising Star Chef of the Year Award, but when David Chang won instead, Daniel was devastated. 

Guidara felt the loss deeply, as they were striving to prove that fine dining could be contemporary and fun. That night, they gathered friends at their restaurant, shared beautiful wine, and Daniel made scrambled eggs for everyone, reminding them of his passion and dedication.

In the restaurant world, challenges abound, and Guidara needed to navigate relationships and tensions to succeed. He adopted the "Don't go to bed angry" rule, ensuring that any frustrations were addressed before the end of the night. This approach fostered respect and communication, allowing them to work together harmoniously.

Daniel and Guidara sometimes had intense disagreements, like the one over the decorative chargers. Through collaboration, they designed a useful charger that elevated the dining experience. Similarly, when Daniel insisted on three dessert courses, Guidara trusted his passion and adjusted their service to make it work.

Managing staff involves knowing how to praise and criticize effectively. Guidara once confronted Daniel about his temper, and a loud, measured confrontation helped him change his behavior. Understanding each person's "tough-love language" is crucial, as different people respond to criticism in various ways.

Creating traditions like their Thanksgiving dinner for the staff helped build a sense of family and belonging. They gathered around a table, shared a meal, and expressed their gratitude, reinforcing their culture of support and camaraderie.

Applying to Relais & Châteaux was a significant milestone for them. Despite initial hesitation from Danny Meyer, they pushed forward, and with the support of renowned chefs like Daniel Boulud, Thomas Keller, and Patrick O’Connell, they were accepted. This honor affirmed their excellence and motivated the team to strive for greatness.

Persistence and determination were key to their success. Leveraging external affirmation, like their acceptance into Relais & Châteaux, inspired and uplifted their team, propelling them further on their journey to the top.

Behind the Scenes: Culinary Legends Thomas Keller, Daniel Boulud at the James Beard Awards

Ambition is like a nuclear reactor, fueling endless energy. In 2008, at twenty-eight years old, Guidara and his team at Eleven Madison Park (EMP) were consumed by ambition. They aimed for four stars, pushing themselves constantly. One night, a cook, in her stress, arrived ten hours early for her shift. This wake-up call made Guidara realize they were moving too fast and needed balance.

Kevin Boehm from Boka restaurant group shared at the Welcome Conference how he overcame a tough period by making time for mindfulness, diet, exercise, and choosing company wisely. Inspired, Guidara decided to slow down, simplifying their processes and hiring more staff to reduce stress.

Guidara also introduced the "Deep Breathing Club" (DBC) after his friend Andrew's success with it at a juvenile psychiatric hospital. Andrew's calming techniques, reinforced with cool T-shirts, reduced meltdowns. Guidara adopted DBC at EMP, creating a supportive culture where saying “DBC” meant “I see you, we’ll get through this together.”

A crucial change was Kevin Browne’s idea of a lapel touch signal for asking help, which streamlined support during busy services. This simple gesture became vital in maintaining Guidara's team’s efficiency and morale.

Despite these improvements, the 2008 economic recession hit hard. Business slowed, and Guidara had to make tough cuts without affecting guest experience. He introduced a $29 two-course lunch to attract a new demographic, which helped fill seats and build future loyal customers. He also launched a dessert trolley, boosting dessert sales by 300%.

Creativity shone through during tough times, like Guidara's extravagant Kentucky Derby party. It broke even financially but boosted team morale and broadened their community.

Then, Frank Bruni from The New York Times visited. Guidara and his team practiced rigorously, designating a "Critic of the Night" table every night to ensure top-notch service. Finally, after a nerve-wracking year, Bruni awarded them four stars, praising their "magnitude of enchantment." Guidara celebrated with champagne and T-shirts, marking a milestone achieved through excellence and hospitality.

This success brought new challenges: maintaining informality while meeting heightened expectations. Guidara embraced “earning informality,” starting formally and gradually building rapport with guests. His focus shifted to human connection, being fully present with guests.

In 2010, Guidara’s efforts at EMP were recognized with a nomination for one of the World’s 50 Best Restaurants, a testament to their journey of ambition, balance, and relentless pursuit of excellence and hospitality.

How Did Eleven Madison Park Achieve Four Stars and Global Recognition Amidst Recession?

Guidara remembers the crushing disappointment when Eleven Madison Park was announced as the fiftieth best restaurant in the world in 2010. It was a tough blow for his team who had worked tirelessly to make their restaurant a standout. On the flight back from London, Guidara's thoughts swirled about how to motivate his team and turn this setback into a driving force for success.

They began with a bold vision: aiming to become the number one restaurant in the world. Inspired by Jay-Z’s belief in speaking things into existence, Guidara rallied his team around this daring goal. It was a risk, but the collective decision to strive for excellence was powerful. They came home with a new mantra, “Unreasonable Hospitality,” written on a cocktail napkin—a concept that would redefine how they approached their service.

Their commitment to this idea led them to rethink every detail of their guest experience. They went beyond luxurious linens and fine silverware; they aimed to create a welcoming environment where their guests felt genuinely comfortable. They removed transactional elements from their dining room, like the computer terminals, and focused on personal touches. Their maître d’s would greet guests by name, having memorized their faces from Google searches, turning a potentially intimidating experience into a warm welcome.

They even reimagined the end of the meal, offering a bottle of cognac with the check, ensuring guests felt neither rushed nor abandoned. This was a hospitality solution—solving a problem by giving more, not less.

One memorable instance of their new approach was when a table of European guests mentioned they hadn’t tried a New York street hot dog. Guidara ran out, bought one, and had their chef, Daniel, plate it elegantly. The guests were thrilled—it was the highlight of their trip.

They systemized this improvisational hospitality by creating a Dreamweaver role, dedicated to these thoughtful gestures. From personalized gifts to surprise experiences, they ensured every guest felt seen and valued. This approach extended to their team, who received the same level of extraordinary hospitality.

Their efforts paid off, not just in guest satisfaction, but in fostering a passionate, creative team. The Legends they created became stories their guests would tell for a lifetime, transforming their dining experience into unforgettable memories.

This philosophy can apply to any business. It’s about recognizing patterns and preparing for them with thoughtful gestures. Whether it’s a car dealership providing a DustBuster for a new family vehicle or a real estate agent gifting something personal to new homeowners, the key is making people feel genuinely cared for.

Gifts are powerful—they turn transactions into relationships, showing people they are more than just customers. The right gesture can extend your hospitality into their lives, creating lasting bonds and unforgettable experiences.

From Setback to Stardom: Eleven Madison Park’s Journey to Unreasonable Hospitality Inspired by Jay-Z

Back in the day, the finest restaurants were found in hotels, thanks to the legendary partnership of César Ritz and Auguste Escoffier. This dynamic duo made luxurious dining a staple at grand hotels worldwide. However, over time, hotel restaurants lost their charm and became mere afterthoughts.

In 2010, restaurateurs Daniel and Guidara were approached by Andrew Zobler, a partner in the Ace Hotel group, with a bold idea: revive the grand hotel restaurant concept with a new venture called the NoMad. Intrigued, they saw it as an opportunity to rejuvenate a neglected New York neighborhood and bring back the glory days of hotel dining. The NoMad aimed to blend luxury with a vibrant, democratic spirit, akin to the Rolling Stones' studied yet loose style.

However, the journey was anything but smooth. They faced the challenge of securing funds to buy Eleven Madison Park (EMP) from Danny Meyer. With the help of a guardian angel investor, Noam Gottesman, they managed to raise the necessary money just in time. The NoMad opened in 2012, quickly becoming a hit with its unique blend of high-energy service and technically perfect food.

Despite their success, Guidara made a critical mistake by trying to manage both EMP and the NoMad simultaneously. Ignoring the need for a successor at EMP led to a decline in morale. Thankfully, a trusted team member, Sheryl Heefner, helped Guidara see the error of his ways, and he promoted Kirk Kelewae to GM. This decision reinforced the importance of trust and vulnerability in leadership.

The NoMad's success allowed EMP to evolve further. Inspired by the world's best restaurants, they introduced a New York-themed menu, aiming to create a deeply specific dining experience. However, their initial attempt was met with harsh criticism from The New York Times' Pete Wells, who found their scripted service inauthentic.

Determined to improve, they simplified their mission statement to focus on being the most delicious and gracious restaurant in the world. They reduced the menu from fifteen to seven courses, allowing for a more memorable dining experience. This shift paid off, and in 2017, EMP was named the best restaurant in the world.

Yet, as Daniel and Guidara grew apart, they realized it was time to part ways. Following his father's advice to always do what's right, Guidara chose to let go of EMP, allowing the company to stay intact. This difficult decision marked the end of an era but also the beginning of new possibilities.

Reflecting on their journey, Guidara embraced the principles of Unreasonable Hospitality, which had defined their success. Today, Guidara finds joy in advocating for the hospitality industry and spending time with his family. The lessons learned at EMP continue to inspire him, and he believes in the power of giving people more than they expect, no matter the industry.

Can NoMad's Revival of Grand Hotel Dining Inspire the Next Culinary Renaissance?

There was an overwhelming sense of excitement and anticipation when Eleven Madison Park received recognition at the 2010 World's 50 Best Restaurants awards, but their initial ranking at number fifty was a crushing blow. This setback, however, became a catalyst for a transformative journey. They set an ambitious goal to become the number one restaurant in the world, focusing not just on exceptional food but on groundbreaking hospitality.

Over time, they discovered that true excellence lies in making guests feel seen and valued through extraordinary and often unexpected gestures. This was exemplified by their unwavering commitment to "unreasonable hospitality," which involved personalizing every guest experience to make it unforgettable.

The journey was filled with challenges, from internal team dynamics to the economic recession, but their dedication to hospitality and innovation never wavered. They redefined guest interactions by eliminating transactional elements and creating a welcoming environment. Their efforts were not just about luxury but about genuine care and connection, which resonated deeply with their guests.

Key to their success was the empowerment of their team, allowing staff members to take ownership of different aspects of the restaurant, leading to a culture of collaboration and relentless pursuit of excellence. This strategy paid off, culminating in high recognition and a nomination for one of the World's 50 Best Restaurants.

The story of Eleven Madison Park is a testament to the power of ambition, resilience, and the profound impact of hospitality. It shows that by focusing on making people feel genuinely cared for, businesses can create memorable and transformative experiences that go beyond mere transactions.

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