What is “Unreasonable Hospitality”? First of all, let’s establish that this “unreasonable” is a good thing. Unreasonable Hospitality is the title of a terrific book, written by Will Guidara, former owner of Eleven Madison Park, one of New York’s and maybe the world’s finest eateries, having four stars from the New York Times. The concept of unreasonable hospitality is that of understanding the power of giving people more than they expect.
Why is this relevant to the golf industry? Few would argue against the idea that golf and clubs are hospitality enterprises. Golfers join clubs and patronize courses as a leisure activity. Those that treat their members and patrons well typically succeed. In the book, Guidara shares experiences spanning many years until he developed the concept of unreasonable hospitality in his restaurant career. Golf, and especially private clubs can learn much from Guidara and in fact, the book was recommended by the membership director at a client club where I’ve never seen staff so genuinely friendly and helpful and members so universally happy. There must be something to it.
Personally, I’ve experienced considerable satisfaction out of providing a high quality of service, whether it be to my clients, family or friends. As my friend Neil Hampton, General Manager of Royal Dornoch Golf Club (UK), once said of American Golf, “it’s a status symbol.” Some clubs, especially some older, upscale “prestigious” clubs can make both members and guests feel not as if they’re welcome, but rather that they should feel fortunate just to be there. Is that why anyone joins a club? Certainly, membership in a private club is a privilege, but I’ve always perceived the joining of any golf or country club, or a visit to a resort or daily-fee course as a recreational experience, focused on either competition, social interaction or enjoyment and relaxation. I think all clubs, private and public, should aspire to the concept of “unreasonable hospitality.” Not only is there potential financial success and member satisfaction, but also the reward club ownership/leadership/staff will gain from giving members and patrons more than they expect and making them feel good.
As Guidara says, “Hospitality is a selfish pleasure. It feels great to make other people feel good.” Unfortunately, all of us know that private club leader who’s focused more on enforcement of often arcane and obscure rules that make many clubs stuffy and uptight. Think Judge Smail in the movie “Caddy Shack.” Does anyone benefit?
I remember once visiting a very prestigious club as the guest of a friend, only to have him meet me in the parking lot greeting me with “where’s your cell phone?” When I informed him it was turned to silent, he said “leave it in the car.” I didn’t feel very welcome. That “cloud” remained for the balance of the day.
Among the concepts of unreasonable hospitality, as Guidara says, is that “people will forget what you do, they’ll forget what you said, but they’ll never forget how you made them feel.” Some private club leaders actually go out of their way to make members and guests feel unwelcome. This philosophy is compounded when even club management and staff develop an “attitude” (self-preservation) which evolves over time mirroring club leaders who seek to expand the club’s “prestige” by creating an “uptight” atmosphere.
Among examples Guidara shares of “unreasonable hospitality” is the time he sent for a hot dog from a New York street vendor to serve to a table of guests that mentioned the hot dog was all they had missed from their New York visit. Personally, I recall a moment at another New York restaurant when I joked to the maitre de that I didn’t need another beer because they didn’t have my favorite (Rolling Rock) and he went down the street and found some for me. Definitely unreasonable (good). A club I used to belong to carried Rolling Rock for me, for a while thanks to two very accommodating F & B managers only to have it removed by senior management later.
As Guidara emphasizes, opportunities exist for hospitality in every business. They do! It doesn’t have to be expensive. “Hospitality means being more thoughtful.” Guidara shares numerous examples in the book.
Not that long ago, the American economy was based on manufacturing. Now, three quarters of the American Gross Domestic Product comes from service industries, including hospitality. IMHO the next generation of private club members as well as daily-fee golfers will demand a higher level of “unreasonable hospitality.”
The concept of unreasonable hospitality is a culture. In my book The Culture of Golf – Isn’t it Just a Game? I am critical of the sometimes stuffy atmosphere surrounding my favorite game. Guidara says, “a culture depends on the people who bring it to life every day.” In golf that means club leaders, owners, management and staff all need to ascribe to the concept. Guidara paraphrases former President Bush by employing the concept of “no guest left behind” when it comes to unreasonable hospitality. In golf, every member and every patron should be able to experience the same feeling.