Serving Up Leadership Lessons

Content

Author and restaurateur Will Guidara will deliver Tuesday morning’s keynote titled “Unreasonable Hospitality: How Giving People More Than They Expect Can Get You To #1.” Guidara is the author of the New York Times bestseller Unreasonable Hospitality , which chronicles the lessons in service and leadership he has learned over the course of his career in restaurants.

Author and restaurateur Will Guidara will deliver Tuesday morning’s keynote titled “Unreasonable Hospitality: How Giving People More Than They Expect Can Get You To #1.” Guidara is the author of the New York Times bestseller Unreasonable Hospitality, which chronicles the lessons in service and leadership he has learned over the course of his career in restaurants.

Content

Ahead of delivering his address on the ATD26 Mainstage, Guidara spoke to Conference Daily.

Ahead of delivering his address on the ATD26 Mainstage, Guidara spoke to Conference Daily.

Content

How is a hospitality-first culture applicable in nonhospitality industries?

How is a hospitality-first culture applicable in nonhospitality industries?

Content

If you are in the business of serving other people, you can make the choice to be in the hospitality industry. It’s simply about choosing to be as intentional and as creative in pursuit of how you make people feel as you are whatever product or service you sell.

If you are in the business of serving other people, you can make the choice to be in the hospitality industry. It’s simply about choosing to be as intentional and as creative in pursuit of how you make people feel as you are whatever product or service you sell.

Content

I believe everyone can and should be in the hospitality industry, but the reason I think it’s so impactful is because whether it’s for the people you work with or those that you collectively serve, it’s one of the greatest competitive advantages any business can have. Because when you invest consistently and generously into relationships—they take a long time to build and the loyalty you earn takes a very long time to erode. And I believe that’s agnostic to whatever line of business you’re in.

I believe everyone can and should be in the hospitality industry, but the reason I think it’s so impactful is because whether it’s for the people you work with or those that you collectively serve, it’s one of the greatest competitive advantages any business can have. Because when you invest consistently and generously into relationships—they take a long time to build and the loyalty you earn takes a very long time to erode. And I believe that’s agnostic to whatever line of business you’re in.

Content

Invariably, hospitality is about relationships, and every business ultimately centers around relationships.

Invariably, hospitality is about relationships, and every business ultimately centers around relationships.

Content

In your book, you write about the principle of “one size fits one.” What’s a key part of executing that strategy?

In your book, you write about the principle of “one size fits one.” What’s a key part of executing that strategy?

Content

There are a few different elements to that. One, being present with whatever individual you’re pursuing. There are way too many times where we’re trying to do so many things so quickly that we don’t have the capacity to actually hear the things that we’re listening to. So, first, being present.

There are a few different elements to that. One, being present with whatever individual you’re pursuing. There are way too many times where we’re trying to do so many things so quickly that we don’t have the capacity to actually hear the things that we’re listening to. So, first, being present.

Content

Second, choosing to do something with the things you’ve heard. I heard a quote recently: “Never let a gracious impulse pass.” It’s one thing to be present with the people in front of you—to actually listen to the things they’re saying, to pick up on all cues put in front of you.

Second, choosing to do something with the things you’ve heard. I heard a quote recently: “Never let a gracious impulse pass.” It’s one thing to be present with the people in front of you—to actually listen to the things they’re saying, to pick up on all cues put in front of you.

Content

But that on its own is insufficient. You then need to actually take the time to do something with what you’ve heard—take action. There are many thoughtful people, but thoughtfulness absent action is insufficient.

But that on its own is insufficient. You then need to actually take the time to do something with what you’ve heard—take action. There are many thoughtful people, but thoughtfulness absent action is insufficient.

Content

One of your book’s chapters is titled “Breaking Rules and Building a Team.” When do you believe it is acceptable to break the rules in the workplace?

One of your book’s chapters is titled “Breaking Rules and Building a Team.” When do you believe it is acceptable to break the rules in the workplace?

Content

In that chapter, we need to contextualize what definition of rules we’re using. There are rules that we just embrace in our different industries: We do something a certain way because it’s always been done that way.

In that chapter, we need to contextualize what definition of rules we’re using. There are rules that we just embrace in our different industries: We do something a certain way because it’s always been done that way.

Content

When we’re talking about that category of rules, it’s appropriate to break a rule not in a flippant way, but in an intentional way when that rule exists only because it’s how it has always been done.

When we’re talking about that category of rules, it’s appropriate to break a rule not in a flippant way, but in an intentional way when that rule exists only because it’s how it has always been done.

Content

The first obligation is from the top down to challenge how everything is done and ask: “Why do we do it this way?” Because many rules, policies, procedures—whatever word you want to use to define them—they made sense to exist at one point, and they no longer make sense to exist anymore. Yet it’s rarely the case that people go through and audit those rules and remove the ones that have passed their expiration dates.

The first obligation is from the top down to challenge how everything is done and ask: “Why do we do it this way?” Because many rules, policies, procedures—whatever word you want to use to define them—they made sense to exist at one point, and they no longer make sense to exist anymore. Yet it’s rarely the case that people go through and audit those rules and remove the ones that have passed their expiration dates.

Content

So, it’s our responsibility to question things. And if the reason why we’re doing something is only because that’s how it’s always been done, that is a rule that deserves a second thought.

So, it’s our responsibility to question things. And if the reason why we’re doing something is only because that’s how it’s always been done, that is a rule that deserves a second thought.

Content

When it comes to breaking rules that a company has put in place for good reason, that’s a very different conversation, and that’s not what I alluded to in the book. But we can talk about that as well.

When it comes to breaking rules that a company has put in place for good reason, that’s a very different conversation, and that’s not what I alluded to in the book. But we can talk about that as well.

Content

People on the front line need to be empowered to do what is right for the people they are serving in the moment. In an ideal world, the company has already audited the list of rules such that it is as short as humanly possible. Rules are there to prevent chaos and ensure organization, but they also stand in the way of the team feeling empowered and the customers feeling served.

People on the front line need to be empowered to do what is right for the people they are serving in the moment. In an ideal world, the company has already audited the list of rules such that it is as short as humanly possible. Rules are there to prevent chaos and ensure organization, but they also stand in the way of the team feeling empowered and the customers feeling served.

Content

Anyone who’s ever had a negative customer service experience with any company because the person that they were communicating with said, “That’s just the rule. I’m sorry, I can’t do anything about it.”

Anyone who’s ever had a negative customer service experience with any company because the person that they were communicating with said, “That’s just the rule. I’m sorry, I can’t do anything about it.”

Content

That isn’t good, neither for the customer nor for the person that had to communicate that to the customer. So, in an ideal world, the company has said, “Hey, let’s get rid of all of these rules and rather, provide guidance to the people on our team. Teach them how to think, not a list of rules that effectively gives them the grace to stop thinking.”

That isn’t good, neither for the customer nor for the person that had to communicate that to the customer. So, in an ideal world, the company has said, “Hey, let’s get rid of all of these rules and rather, provide guidance to the people on our team. Teach them how to think, not a list of rules that effectively gives them the grace to stop thinking.”

Content

Once that’s done, then it’s never acceptable to break a rule.

Once that’s done, then it’s never acceptable to break a rule.

Content

If you could give managers just one tip about team building, what would it be, and why is it vital to the process?

If you could give managers just one tip about team building, what would it be, and why is it vital to the process?

Content

Team building is not an event; it’s a persistent approach.

Team building is not an event; it’s a persistent approach.

Content

It breaks my heart when I see companies invest a ton of money into a big team-building event and think that having done that, they have invested in team building. Those are beautiful and important things to do. And yet, if I went to the gym for 12 hours once a year, I would still be grossly out of shape.

It breaks my heart when I see companies invest a ton of money into a big team-building event and think that having done that, they have invested in team building. Those are beautiful and important things to do. And yet, if I went to the gym for 12 hours once a year, I would still be grossly out of shape.

Content

A team feels connected and has the capacity to trust one another and enjoy working with one another when their leader wakes up every single day and decides to invest in those things to pursue a close-knit team. That means finding little and big opportunities to accomplish that thing every single day of the entire year.

A team feels connected and has the capacity to trust one another and enjoy working with one another when their leader wakes up every single day and decides to invest in those things to pursue a close-knit team. That means finding little and big opportunities to accomplish that thing every single day of the entire year.

Content

That doesn’t only happen with the big things. It can happen with the small things. It can happen in the approach you take to your daily huddle. It can happen in the people that you sit with during lunch. It can happen in how you choose to publicly celebrate the impact of somebody’s work. It can happen in how you choose to be remarkably thoughtful in the moments when you need to give constructive criticism.

That doesn’t only happen with the big things. It can happen with the small things. It can happen in the approach you take to your daily huddle. It can happen in the people that you sit with during lunch. It can happen in how you choose to publicly celebrate the impact of somebody’s work. It can happen in how you choose to be remarkably thoughtful in the moments when you need to give constructive criticism.

Content

Team building is a full-time job.

Team building is a full-time job.

Content

Read more about ATD26 at conferencedaily.td.org .

Read more about ATD26 at conferencedaily.td.org.