When failure becomes the foundation for global success, something extraordinary happens.
Will Guidara discovered this truth the hard way in a London auditorium, watching his restaurant, Eleven Madison Park, get called dead last on the world’s most prestigious dining list.
The restaurateur and hospitality expert, speaking to real estate agents at the AREC, recounted how that heartbreaking moment at the World’s 50 Best Restaurants awards ceremony transformed his approach to business, and ultimately led his New York restaurant to claim the number one spot a decade later.
“Ladies and gentlemen, let’s get started,” Will recalled the British MC announcing.
“At Number 50, a new entry from New York City, Eleven Madison Park.”
While other restaurateurs in the room smiled politely, Will looked like he’d “just gotten kicked in the groin.”
That night of professional embarrassment became a catalyst for revolutionary thinking.
Instead of doubling down on culinary excellence, the traditional path to restaurant greatness, he chose a different strategy.
“If they became the best by being unreasonable in pursuit of product, we were gonna become the best by being unreasonable in pursuit of people.”
This philosophy crystallised into what he termed “unreasonable hospitality” – an approach focused on making customers feel genuinely seen and cared for rather than simply well-fed.
The breakthrough moment came during a busy lunch service when Will overheard European tourists lamenting they’d never tried a New York hot dog.
He rushed outside, bought a $2 street cart hot dog, convinced his Michelin-starred chef to plate it elegantly, and served it before their final course.
The reaction was unlike anything he’d witnessed in decades of fine dining.
“I can confidently say that I’ve never seen anyone react the way that they did when I served them that $2 hot dog,” he said.
That hot dog taught three crucial lessons: the power of being present, the importance of not taking yourself too seriously, and the principle that “one size fits one”—the greatest gestures are always bespoke to the individual.
For real estate agents, Will’s insights translate directly to their daily practice.
He shared how one agent studied photos of his old home during months of showings, then stocked his new refrigerator with every favourite item visible in those pictures.
Compare that to the industry standard: another generic bottle of sparkling wine.
“This is someone with whom I’ve spent months looking together for my new home, and they can’t even be creative enough to get me a gift that’s different from every gift they give every single other person,” he said.
“It is impersonal, it is lazy, and it is bad business.”
The transformation at Eleven Madison Park wasn’t built on grand gestures alone.
His team identified “recurring moments”—situations that happened regularly but not universally, like engagements or first-time snow sightings.
They partnered with Tiffany & Co to create custom champagne flutes for newly engaged couples, turning routine congratulations into unforgettable memories.
For agents, similar opportunities abound: first-time buyers, empty nesters, growing families.
Each represents a chance to create lasting emotional connections through thoughtful, specific gestures.
The approach demands genuine presence in an age of digital distraction.
“Being present is sometimes just caring so much about that person in front of you that you make the choice to stop caring about everything else you need to do,” he explained.
It also requires hiring for character over credentials and empowering team members with real responsibility.
He transformed overwhelmed wine directors and under-utilised servers by redistributing responsibilities based on passion rather than hierarchy.
Within a year, the restaurant won awards across multiple beverage categories.
Ten years after that crushing last-place finish, Eleven Madison Park claimed the top spot on the World’s 50 Best list.
The victory validated his conviction that in any people-serving business, emotional connection trumps technical perfection.
For real estate agents navigating an increasingly competitive market, the lesson is clear: while product knowledge and market expertise remain essential, the agents who thrive will be those who master the art of making clients feel genuinely seen and valued.
In an industry built on life’s biggest transactions, that human touch isn’t just good business—it’s the difference between a one-time sale and a lifelong advocate.
