Read to turn your service into an extraordinary experience? In this episode of The Agent of Wealth Podcast, the Bautis Financial team discusses the most recent book assignment in their monthly Book Club, Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect by Will Guidara.
Unreasonable Hospitality is a captivating book about how going above and beyond can create unforgettable experiences for customers, or clients. Discover actionable takeaways, inspiring anecdotes, and strategies to elevate your service to new heights!
In this episode, we discuss:
- What unreasonable hospitality is, and what sets it apart from traditional notions of hospitality.
- The importance of empowering team members to exceed expectations and foster a culture of creativity and collaboration.
- How affirmation can be leveraged as a tool for motivation and trust-building within teams.
- The challenges of executing unreasonable hospitality effectively in various contexts, and how to overcome them.
- And more!
Resources:
Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect | Bautis Financial: 8 Hillside Ave, Suite LL1 Montclair, New Jersey 07042 (862) 205-5000 | Schedule an Introductory Call
Disclosure: The transcript below has been edited for clarity and content. It is not a direct transcription of the full episode, which can be listened to above.
Marc:
Welcome back to The Agent of Wealth Podcast, this is your host Marc Bautis. Today, I’m joined by the Bautis Financial team for a special Book Club discussion. We’ve covered 13 books so far, but for those of you who are new to these episodes, let me quickly explain how it works…
One of our five team members selects a book for everyone in the office to read – this month, it’s Kyra – and then leads a discussion about the book on the podcast. We’ll share valuable takeaways, our general thoughts, and discuss how we plan to implement insights from the book into our business and personal lives.
This is the first time that Dylan Kramer, our Paraplanner, is joining the show. Dylan joined our team this past summer, and we’re excited to have him as part of our Book Club discussion.
Now, I’ll hand it over to Kyra, who chose the book Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect by Will Guidara.
Introduction to Unreasonable Hospitality
Kyra:
Thanks, Marc, and welcome, Dylan!
I selected this book a while before my turn came around. I actually noted it down on my phone after a networking meeting I attended, as I’m a part of the BeSure Network.
Every few weeks, I meet with a group of people in Rutherford, New Jersey – many of whom have become close friends – to discuss ways to improve our business practices. During one of these meetings, we had a discussion about providing “unreasonable hospitality” to clients. A shout-out to Mikhail Itenburg, who called out this book in the meeting, and recommended we read it.
Unreasonable Hospitality is written by Will Guidara, a celebrated restaurateur known for his work at Eleven Madison Park, a prestigious restaurant in New York City that has received multiple Michelin stars and accolades. Guidara is recognized for his innovative approach to service and his emphasis on creating exceptional dining experiences. In Unreasonable Hospitality, he shares insights and strategies on how to elevate service and create memorable experiences for guests by going above and beyond traditional expectations.
Although the book is rooted in the restaurant industry, its core principles of exceptional service and creating memorable experiences are universally applicable.
To pull from one of my favorite quotes in the book: “When you work in hospitality – and I believe that whatever you do for a living, you can choose to be in the hospitality business – you have the privilege of joining people as they celebrate the most joyful moments in their lives and the chance to offer them a brief moment of consolidation and relief in the midst of their most difficult ones.”
As members of a team, I was excited to explore how we can apply these strategies to enhance our client relationships and overall service.
So, let’s get started. John, can you kick us off by sharing how the author defines Unreasonable Hospitality? What sets it apart from traditional notions of hospitality?
Achieving Unreasonable Hospitality
John:
Looking back on the book and this question, I’m not sure he provides a distinct definition of “unreasonable hospitality,” but I think that’s part of its beauty. It takes on different forms depending on the context. The term “unreasonable” can be understood from a couple of angles.
First, it starts with the experience. While the book focuses on hospitality in restaurants, the concept can apply to nearly any situation. It’s really about the experience and the expectations of the person receiving that hospitality.
When you go to a restaurant, you have certain expectations: clean glasses and silverware, timely service from a waiter or waitress, and prompt food delivery. Unreasonable hospitality goes a step further; you recognize it when it happens because it stands out. One of the most interesting aspects of the book is witnessing their journey to achieve this kind of hospitality. It begins with an idea and evolves into something unique.
What constitutes unreasonable hospitality can vary greatly from person to person, making it a challenge to wow everyone. This variability can make it seem unreasonable, as each individual has different expectations.
Another important aspect discussed in the book is the execution of unreasonable hospitality. While the concept sounds simple, delivering it effectively and efficiently is challenging. Many examples they provide can be hard to implement because they often require more staff or incur additional costs. Thus, exceeding expectations is essential, but in the context of running a restaurant, balancing quality with cost-effectiveness and timeliness can also seem unreasonable.
Kyra:
And, John, how does the author suggest “unreasonable hospitality” can be achieved? What are some of the examples in the book that really stood out to you?
John:
I think the standout example for many people is the concept of the “Dream Weavers” team, which creates specific, seemingly unreasonable tasks for each guest. One example I love involves a family who shared that they had enjoyed many wonderful experiences in New York, visiting all the restaurants and museums they had planned. However, they lamented that they hadn’t had a classic New York City hotdog. Someone overheard this and quickly ran out to a street vendor, retrieved a hotdog, and brought it back. Daniel creatively plated it, and they presented it to the guests.
The guests called it a legendary experience—something they would never forget. This little twist happened just as they were about to head to the airport, thinking they wouldn’t have time for a hotdog. Instead, they left with a memorable story to share for the rest of their lives.
I also appreciated how they transformed the traditional restaurant entry experience. Instead of a kiosk where a host checks you in and leads you to your table, they had a system that allowed staff to recognize guests as they walked in. They greeted them by name, took their coats without a ticketing system, and created an atmosphere that felt like entering someone’s home.
This approach required two or three staff members to research guests online, connecting their photos to the names as they arrived. The experience of walking into a restaurant and being recognized immediately, like being welcomed into a friend’s home, is something I would rave about if it happened to me. It felt almost like a magic trick. Those two examples truly stood out to me.
Kyra:
Regarding the street hotdog example, what does a street hotdog really cost? Maybe $2 or $2.50? It’s such a small expense. In contrast, at some places, if you mention you’re celebrating an anniversary or just got engaged, they might bring out a bottle of champagne or another extravagant gift. Yet, sometimes the smallest gestures can have the biggest impact. I really enjoyed both of those examples.
Now, let’s discuss some of the chapters in the book. I’ll highlight a few, and you can touch on any specific parts. Marc, what did you think about Chapter 7, “Setting (and Exceeding) Expectations?”
Setting (and Exceeding) Expectations
Marc:
In Chapter 7, Guidara discusses one of the core tenets of exceptional customer service: once you define your goal of providing unreasonable hospitality, the next step is determining how to achieve that. He emphasizes that the secret to delivering an unforgettable experience lies not just in meeting expectations, but in exceeding them in a thoughtful and personalized way.
First, he argues, you must understand the guest’s expectations, which is foundational to hospitality. Every guest arrives with a baseline expectation shaped by their prior experiences, the price they’re paying, and the restaurant’s reputation. Once you identify that baseline, you can strategically build upon it. For example, in our initial meetings, we ask clients what they hope to achieve by working with a financial advisor. Although this question may seem straightforward, we receive a wide range of responses. It helps us understand their mindset and expectations, allowing us to tailor our approach accordingly.
Another major theme in Chapter 7 is anticipation. You should read between the lines of what guests say and pick up on subtle cues to better understand their desires. The hotdog story really resonated with me—mainly because my son loves hotdogs! You can’t go wrong with a classic New York City hotdog. The fact that they overheard a guest mention it and then created a lasting memory from that moment is a perfect illustration of this concept.
Guidara also explores the balance between consistently delivering high-quality service and providing surprising, memorable moments. Consistency builds trust, while surprises create delight and lasting memories. He suggests that the best customer experiences blend these two elements, ensuring guests feel secure in their expectations while also excited about potential surprises. This was one of my favorite chapters in the book.
Kyra:
And what about Chapter 10, “Creating a Culture of Collaboration?”
Creating a Culture of Collaboration
Marc:
Another chapter I found compelling builds on the idea of how to achieve exceptional hospitality. Guidara emphasizes the importance of empowering team members to take the initiative and go beyond expectations. He believes employees should feel free to make decisions that enhance a guest’s experience, even if it means going off script. While having a script or playbook is valuable, not every situation fits neatly into that framework. To create memorable experiences, he fosters a culture where team members are encouraged to be creative, act on intuition, and take risks—all with the aim of delivering exceptional customer service.
Although it wasn’t mentioned in the book, I recall that Ritz-Carlton has a $2,000 rule, allowing any employee to spend up to $2,000 to resolve an issue or create a memorable experience for a guest. This approach underscores the importance of involving everyone, from front-line staff to those behind the scenes, in the mission to create memorable experiences and provide unreasonable hospitality.
In our company, we have a practice called “Surprise and Delights.” For instance, we send welcome boxes to clients when they onboard and celebrate milestone birthdays with special gifts. These may seem like small gestures, but they contribute to creating memorable experiences for our clients.
Kyra:
Now moving on to Dylan… What did you think about Chapter 13, “Leveraging Affirmation?” Did anything specific stand out to you?
Leveraging Affirmation
Dylan:
I really enjoyed this chapter, and my biggest takeaway is that affirmation is not just praise; it’s a powerful tool for motivating teams and building trust. Guidara discusses his efforts to personally recognize his team’s contributions, ensuring that his gratitude felt sincere. By being honest and deliberate, he avoided creating an environment where praise felt routine or obligatory. His sincerity helped build deeper connections with his team, affirming their potential and encouraging them to take more ownership of their roles. This empowerment not only enhanced the team’s engagement but also elevated the entire guest experience.
By acknowledging what his team members were doing right, they became more receptive and willing to learn and grow, fostering a culture of continuous improvement. Leveraging affirmation is important not only for team members but also for guests. Guidara provides an example in the book of a couple celebrating their anniversary. The service team went above and beyond to research details about the couple’s relationship to craft a unique dining experience. They tailored dishes to evoke memories of special events, acknowledging these milestones throughout the meal.
Additionally, they slowed down the couple’s dining experience so they would be the last ones in the dining room, moving them to a private area where they even played music for them to have their first dance again. This effort created a deeply emotional and lasting impression on the guests, who felt not only celebrated but also truly valued by the restaurant for their story.
Kyra:
Now to you Kayla, are there any specific stories or anecdotes from the book that you found particularly interesting/compelling?
Kayla:
Like everyone else, I loved the hotdog story, but there were a couple of other anecdotes that stood out to me as well. One memorable story was about a diner who came in alone. Instead of keeping things low-key, the staff noticed he was reading a book and seized the opportunity to enhance his experience. They brought out personalized courses, each accompanied by a note recommending different books based on what they were serving him. This thoughtful gesture transformed what could have been a solitary meal into a truly memorable experience.
I think this relates to financial planning as well. Sometimes clients come to us with straightforward requests, like setting up an investment account or reviewing a budget. However, by paying attention to small cues—such as their values, goals, and lifestyle—we can see that there’s often more to it than just a financial solution. This allows us to customize our advice in ways that resonate with what truly matters to our clients.
Another story I enjoyed was when the author recalled advice from his father, who also worked in hospitality: “You can’t give what you don’t have.” I found this particularly relevant to financial planning; to provide the best advice, we need to be well-prepared. This means staying on top of industry trends, continually improving our knowledge, and ensuring our own well-being.
I also appreciated how he emphasized the importance of creating a culture of care within his team, where everyone feels supported and involved. Ultimately, these stories highlight the significance of paying attention to little details, customizing experiences, and ensuring we are all in a position to give our absolute best.
The Challenges of Implementing Unreasonable Hospitality
Kyra:
Before we wrap up, I want to discuss some of the biggest challenges in implementing the principles of unreasonable hospitality in a business setting…
The first, I think, is consistency and scalability. Providing a highly personalized, exceptional service on a large scale can be difficult, just based on logistics. Maintaining individual attention and care as a business grows must take careful planning. To overcome this, I think the use of technology and CRM (or customer relationship management) systems can help, but it should be balanced with the human touch.
For example, have you ever been to the doctor or dentist and one of the nurses or hygienists asked you something about your personal life? When I was at the dentist a couple weeks back, the dental hygienist asked me when my brother was getting married. It sparked a great conversation, and it wasn’t until she left the room that I realized the last time I was in, my dentist must have made a note in their CRM that my brother had just proposed.
These kinds of interactions can work on a large scale, if there is consistency and systems in place.
The second challenge that businesses may face when implementing unreasonably hospitality is resource constraints. Offering exceptional service often requires more time, effort, and financial resources. Businesses with tight budgets or limited manpower may think this concept can’t apply to them.
To that, I’d say to prioritize key areas where unreasonable hospitality can have the most impact, and look for opportunities to create memorable experiences within budget constraints.
Will Guidara discusses the Rule of 95/5 in the book, around page 45. “Manage 95% of your business down to the penny; spend the last 5% “foolishly.” He explains a couple of instances where Eleven Madison Park used this rule. For example, when it came to their wine pairings – a taste of wine to accompany each course in a tasting menu. As with everything, there was a budget allocated for the wine pairings, but Will asked the sommeliers to select slightly less expensive (but still delicious) wines for the majority of the courses, then, at the end, wow with a special, rare, and more expensive glass.
Unreasonable hospitality doesn’t have to be expensive, it can be as easy as feeding the meter for customers – a small gesture that goes a long way.
Does anyone have anything left to add before we wrap up the show? (If not) I’ll turn it over to you Marc.
Marc:
Alright, thank you guys. And thank you to everyone who tuned into this episode of our Book Club series. If anyone listening would like to make a book suggestion, you can email those over to us. Otherwise, join us next time, as we read a book I will suggest.
Don’t forget to follow The Agent of Wealth on the platform you listen from and leave us a review of the show. We are currently accepting new clients, if you’d like to schedule a 1-on-1 consultation with our advisors, please do so below.
Bautis Financial LLC is a registered investment advisor. Information presented is for educational purposes only and does not intend to make an offer or solicitation for the sale or purchase of any specific securities, investments, or investment strategies. Investments involve risk and unless otherwise stated, are not guaranteed. Be sure to first consult with a qualified financial advisor and/or tax professional before implementing any strategy discussed herein. Past performance is not indicative of future performance.