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Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect
Author: Will Guidara
Book briefed by Jenn Lalli
As a self-proclaimed foodie, I’ve always believed the magic of a great dining experience goes far beyond the plate. It’s about how you feel — seen, understood, delighted. Reading Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect made me realize something powerful: The same principles that elevate a restaurant from good to unforgettable can transform how we approach training.
For those of us in learning and development, especially in fast-paced industries, the challenge is clear — we’re often asked to deliver what’s required. But what if we also embraced what’s possible?
Let’s step “into the kitchen” and explore a few lessons trainers can borrow to elevate their craft.
Be Unreasonable: Exceed Expectations Through Human Connection
In hospitality, the goal isn’t just to meet expectations — it’s to exceed them in ways that feel deeply personal. This idea of being “unreasonable” is about going just a bit further than expected, in a way that feels intuitive and human.
- Don’t just partner with stakeholders — connect with them.
- Understand the “why” behind their requests, not just the deliverable.
- Anticipate needs before they’re articulated.
Training isn’t just a service function; it’s a relationship-driven business. The strongest programs are built on trust, empathy and a shared goal of improving the learner experience.
The 95:5 Rule: Protect Space for Creativity
One of the most compelling ideas from the hospitality industry is the 95:5 rule — operate your business efficiently with 95% of resources, but reserve 5% to experiment, surprise and innovate.
Yes, you need to deliver core programs (new hire training, plan-of-action meetings, national sales meetings, product knowledge, sales and leadership training). But where is your 5%?
That 5% is where transformation lives, in:
- Piloting a new learning format.
- Testing immersive, technological or experiential techniques.
- Trying a bold engagement or reinforcement strategy.
Without that space, training becomes purely transactional. With it, you create moments and learning that stick.
Deliver What’s Needed — Then Test the Limits
There’s always a baseline — what you need to do. But excellence comes from exploring what you can do.
Great restaurants don’t stop at serving food; rather, they create an experience. Similarly, great trainers don’t stop at content delivery; they design impact.
So, ask yourself: What would “exceeding expectations” look like for this audience? Where can you push just a little further without overcomplicating?
Sometimes it’s as simple as:
- A more thoughtful kickoff.
- A moment of surprise in a live or virtual session.
- A personalized follow-up.
- Anything “unexpected.”
Small touches, done intentionally, create lasting impact.
Gather Intel Early — Don’t Rush to Judgment
One of the most practical lessons is this: Slow down before you speed up.
In your first days — or when stepping into a new project or role — it’s tempting to jump straight to solutions. But the best outcomes come from understanding your audience deeply and the marketplace or environment first.
- Observe before you assume.
- Ask more questions than you answer.
- Listen for what’s not being said.
This “intel gathering” phase helps you avoid misdiagnosing problems, build credibility with stakeholders and design training solutions that have lasting impact. Insight before action is what separates good training from great training.
From Dining to Discovery: Design Memorable Learning Moments
Dining at a great restaurant is a journey, from beginning to end. The same should be true for learning.
Think beyond content. Think about the experience arc:
- What does the learner feel at the start?
- Where do they get surprised or delighted?
- What do they remember afterward?
Make learning feel less like a requirement — and more like a discovery.
Conclusion
At its core, Unreasonable Hospitality is about intentionality — choosing to care a little more, trying a little harder and creating moments people don’t forget.
For trainers, that means:
- Balancing efficiency with creativity (95:5).
- Building real human connections.
- Designing beyond the basics.
- Taking time to truly understand before acting.
Whether you’re serving a meal or delivering a learning experience, the goal is the same: Make it meaningful. Make it memorable. And, when possible, make it a little “unreasonable.”