Unreasonable Hospitality: The Secret to an Audience That Never Leaves | 127

Summary

The Nathan Barry Show – Episode 127

Title: Unreasonable Hospitality: The Secret to an Audience That Never Leaves
Date: May 7, 2026
Host: Nathan Barry
Guests: Will Guidara (Author, former co-owner of Eleven Madison Park), Brian Canlis (former co-owner of Canlis Restaurant)

Episode Overview

This episode explores the powerful concept of "unreasonable hospitality"—the act of infusing intention and creativity into every interaction, whether in fine dining, business, or digital communities. Nathan Barry sits down with Will Guidara and Brian Canlis, two of hospitality’s most innovative leaders, to discuss how their friendship, careers, and new ventures are expanding the meaning and impact of hospitality far beyond the restaurant world. Together, they share practical frameworks and stories for turning ordinary moments into unforgettable ones that foster deep customer and audience loyalty.

---

Key Discussion Points & Insights

1. Origins and Chemistry of the Partnership

• Will and Brian met 28 years ago during Cornell freshman orientation and bonded over shared backgrounds in restaurant families and the hotel school.
• Their college friendship was unique—a Venn diagram with only the two of them overlapping between social circles.
  • “My friends and all my activities were completely separate from Will’s, and vice versa. But we always enjoyed working together.” (Brian, 02:17)
• After separate career beginnings (Brian in the Air Force, Will starting his restaurant journey), they reunited in NYC for a "friend-turnship" during a pivotal period of personal change, laying the groundwork for future collaboration.

2. Hospitality Transcending Restaurants

• Will and Brian view hospitality as universal—a principle of treating humans with creativity and intention, not just a “restaurant thing.”
  • “Unreasonable hospitality... connects to industries all across the board. It’s about treating humans with creativity and intention.” (Will, 00:30)
• Their business is now built on this ethos, spreading it into new industries and contexts, like consulting on stadium design, offices, and even playing cards.

3. Evolution of Their Current Business

• Four Buckets of Their Endeavor:

  1. Speaking & Publishing: New books and keynote talks (including “The Field Guide” and “Unreasonable Hospitality”).
  2. Gatherings: Hosting the Welcome Conference (a TED-style event in NYC) and the Unreasonable Hospitality Summit in Nashville.
  3. Workshops: Team members run hands-on daylong workshops for companies ranging from sports to health care.
  4. Creative Studio: Consulting with early involvement in projects, aiming to embed hospitality into design and experience at foundational levels (examples: Las Vegas 80's stadium, Theory 11 playing cards).

  “We needed to identify what our superpowers were... hosting other people. So in-person events is where we kicked things off.” (Brian, 12:27)

4. Signature Story: The Whiskey Barrel Ritual

[17:47–24:07]

• Brian described a family tradition at Canlis where an exclusive barrel of Scotch whisky would be shared ONLY with those willing to share, aloud, how they hoped to grow as a person.
• This began with staff and blossomed into a public guest ritual. The whisky was never sold, only gifted in exchange for vulnerability and community.
  • “If you put intentionality around vulnerability, what would happen? It grew into a gorgeous tradition.” (Brian, 20:27)
• The last remaining whiskey was driven across the country as a surprise for Will’s team when they won World’s Best Restaurant, exemplifying hospitality’s power to mark transitions and inspire growth.

5. Translating Hospitality to Digital Spaces

• Giving More Than You Take:

  • In newsletters and online products, Will and Brian emphasize providing value without constantly selling or self-promoting.
    • “It’s not always about selling something. It’s so important to us that it gives more than it takes.” (Will, 00:57, 25:16)

• One Size Fits All, Some, and One:

  • All: Habit of giving generously to their entire audience (e.g., 30+ newsletters sent before asking for anything).
  • Some: Recognizing and systematizing responses to recurring customer behaviors (e.g., responding to every LinkedIn message).
  • One: Personal gestures—going above and beyond for individual members.

  “What are your superpowers? Start there.” (Will, 12:27)

6. Hospitality Systems and Small Touchpoints

• Unforgettable experiences aren’t always about grand gestures; they’re often about systematized attention to small details.

  • Valet & Coat Room “Magic” ([37:12–42:43]):
    • Canlis’ famous valet system (no claim ticket, car always ready and warm) and warm coats delivered without checks are meticulously orchestrated, not technical wizardry.
    • “People think it’s a magic trick. It’s not. It’s a system that we’ve built.” (Will, 00:00, 37:41)

• Mapping Touchpoints:

  • Encourage mapping out every possible customer interaction to find moments for surprise and delight—even in digital products, like animated confetti or personalized messages.
    • “Too many people think they're done with something prematurely. Unless you've looked at the same thing over and over and... said: Can it be better? Can it be more fun? Can it be more awesome?” (Brian, 00:03, 44:48)
  • Even tiny moments (such as a bear cartoon covering its eyes on a password field) can stack up to form a truly remarkable journey.

7. Hospitality in Business Models: Chewy Example

[29:45–34:29]

• The pet supply company Chewy is cited as a non-hospitality business deploying “systematized” caring: when notified that a customer’s pet has died, they send flowers or even a commissioned painting.
  • “If you ever buy dog food from anyone else ever again after having received those flowers, you’re a frickin’ serial killer.” (Brian, 31:57)
• The impact? This transforms a painful moment into joy for the customer, purpose for the employee, and customer loyalty for life.

---

Notable Quotes & Moments

• Systematized Hospitality:
  • “You had to be there” moments can and should happen on purpose, repeatedly, for years.
• On Authentic Audience Building:
  • “An engaged audience always trumps a large audience.” (Will, 60:13)
• Empowerment & Fresh Eyes:
  • On bringing in new employees: “Fresh eyes is a superpower. And by the way, it's perishable inventory. You only have it for so long.” (Will, 56:06)
  • Give every new reservationist a $100–$200 budget to improve the workspace, signaling from day one their ideas matter. (50:43)
• On “Unreasonable Hospitality Out in the World”
  • Will solicits stories from his audience, elevating their moments and fostering community and belonging.
• On Measuring for the Sake of ROI:
  • “We made a choice at some point to stop investing in things just because you can measure the impact, but to invest in things just because they're the right thing to do.” (Brian, 67:42)
• The 95/5 Rule:
  • “Manage like a maniac 95% of the time, so you can spend 5% of your resources foolishly... doing the things no one else would ever do for their guests.” (Brian, 69:26)

---

Practical Frameworks & Takeaways

1. Map Every Touchpoint ([43:12–47:37])

   • Scrutinize every interaction your business has, no matter how small, and find ways to make each memorable.
   • Use a tool or worksheet to break down both positive and friction-filled moments, and elevate a manageable handful each quarter or year.

2. Systematize Delight

   • Turn one-off surprises into regular, consistent rituals—rituals scale magic.
   • Story: The whiskey barrel ritual is a process anyone can replicate in spirit (if not in whisky), building meaning into repeated acts.

3. Give More Than You Take—Especially Digitally

   • Provide significant value before ever asking for a sale, and always keep the customer’s experience as your first filter.

4. Fresh Eyes > Best Practices

   • Actively solicit insight from new team members, but create a process (like the “notebook for 30 days”) to channel this feedback constructively.

5. Personalization at Scale

   • Use data and systems to create “one size fits one” moments—like asking onboarding questions that enable you to surprise individuals long after they’ve forgotten.

6. Celebrate Small, Celebrate Early, Celebrate Often

   • Don’t wait for only monumental moments (e.g., 100k newsletter subscribers) to recognize success—find joy points at every stage of the journey.

---

Actionable Ideas for Creators & Businesses

• Start mapping all customer/user touchpoints—physical or digital. Where can you add “unexpected delight”?
• Implement the “one size fits all/some/one” philosophy as you think about customer segmentation and direct outreach.
• Build systems for vulnerability and belonging (e.g., a prompt for newsletter subscribers to declare their next personal growth leap, or inviting stories to be featured).
• Design onboarding experiences that feel personal and offer celebration at surprising moments (e.g., send a favorite candy or a video on a milestone).
• For digital product makers: Balance powerful features with easy, joyful, intuitive guidance—consider celebrating milestones, adding moments of delight, and never defaulting to “just functional.”

---

Timestamps for Important Segments

• 00:00 – The “magic” behind legendary service is actually intentional systems
• 04:01 – The pivotal “friend-turnship” that rekindled Will & Brian’s partnership
• 10:01 – How they structure their business around speaking, gatherings, workshops, and creative studios
• 17:47 – The whiskey barrel ritual: systematizing meaningful vulnerability
• 29:45 – Chewy’s legendary after-loss customer care and its systematization
• 37:12 – How “magic” is just process, illustrated by the Canlis valet & coat room story
• 43:12 – Applying “touchpoint mapping” to digital products and small moments of delight
• 50:43 – Instilling a culture of empowerment and creative problem-solving from day one
• 56:06 – The power and management of “fresh eyes” in new team members
• 60:13 – Why deep engagement with a smaller audience beats superficial reach
• 67:42 – Investing in “the right thing to do,” not merely what’s easy to measure
• 69:26 – The 95/5 rule for liberating resources to invest in “unreasonable” customer joy
• 74:29 – Personalizing digital product moments; the value of surprise and celebration in SaaS

---

Memorable/Notable Quotes (with Timestamps)

• On the essence of hospitality:

  “It’s about treating humans with creativity and intention.”
  —Will Guidara (00:30)

• On mapping every touchpoint:

  “Unless you’ve looked at the same thing over and over and over again and said: Can it be better? … Then eventually you get there.”
  —Brian Canlis (44:48)

• On digital generosity:

  “It’s so important to us that it gives more than it takes.”
  —Will Guidara (25:16)

• On systematizing magic:

  “When you identify opportunities at the intersection of creativity and intention, you can show up for people in remarkable ways all the time.”
  —Brian Canlis (32:13)

• On audience size vs. engagement:

  “An engaged audience always trumps a large audience.”
  —Will Guidara (60:13)

• On the power of fresh eyes:

  “Fresh eyes is a superpower… and by the way, it’s perishable inventory—you only have it for so long.”
  —Will Guidara (56:06)

• On investing in the right thing:

  “Stop investing in things just because you can measure the impact… do it because it’s the right thing to do.”
  —Brian Canlis (67:42)

• On creating systems, not magic:

  “People think it’s a magic trick. It’s not. It’s a system that we’ve built.”
  —Will Guidara (00:00, 37:41)

---

Closing Thoughts

Will and Brian illustrate that the core of unreasonable hospitality is not about grand gestures but relentlessly caring about each detail and building systems that allow genuine care to scale. Whether serving a meal or designing a software experience, their frameworks offer practical inspiration: map the journey, infuse intention, celebrate every step, and create cycles (flywheels) of delight and community. Their friendship and approach remind us that giving more than you take—consistently and authentically—creates an audience that never leaves.

To learn and experience more from Will and Brian:

• Visit unreasonablehospitality.com
• Check out “The Field Guide,” their latest book on practical unreasonable hospitality

Transcript

[Will Guidara]

People think it's a magic trick. It's not. It's a system that we've built.

[Brian Canlis]

Too many people think they're done with something prematurely. Unless you've looked at the same thing over and over and over again and said, can it be better? Can it be more fun? Can it be more awesome? Then eventually, you get there.

[Nathan Barry]

Will Guidera spent over a decade running eleven Madison park, the restaurant voted number one in the world. And he just released the field guide on it as well. Joining him on the episode is Brian Canlis, who ran the restaurant Canless in Seattle for nearly two decades, one of the most respected fine dining institutions in the country.

[Will Guidara]

The message of hospitality, how much it connects to industries all across the board. Because essentially, it's about treating humans with creativity and intention.

[Nathan Barry]

Two things make this episode really special. First, Will and Brian have been friends since college. You just feel it in the stories they tell and the chemistry they have and everything else. The second is they've actually never done a podcast episode together.

[Brian Canlis]

You will never see a newsletter or a post from us that's, hey, there are five seats left at this event. Buy now.

[Will Guidara]

It's not always about selling something. It's not about, hey, come listen to us. It's so important to us that it gives more than it takes.

[Nathan Barry]

So what I'm curious just to start with is how did you two start working together?

[Will Guidara]

We met 28 years ago during freshman orientation. Oh, wow. Before class, before school even started.

[Brian Canlis]

Yeah.

[Will Guidara]

At Cornell University in Ithaca, New York. And we kind of hit it off, maybe unevenly.

[Brian Canlis]

You mean that you liked me more than I liked you? No.

[Will Guidara]

That I was friends with a girl that you had a crush on?

[Brian Canlis]

Yes.

[Will Guidara]

And therefore you saw me not only as, of course, a physical threat, Naturally, but an emotional threat as well.

[Nathan Barry]

Competition on so many levels.

[Will Guidara]

And that didn't last long at all.

[Brian Canlis]

That girl ended up being my girlfriend.

[Will Guidara]

Yeah.

[Brian Canlis]

Just to be super clear.

[Will Guidara]

And I was actually dating somebody else, so it wasn't. You just misread the whole thing.

[Nathan Barry]

We

[Will Guidara]

really enjoyed working together all through college. It was funny. We. My social circle was. There was like a Venn diagram between our two circles, and they crossed over with just us in it. So all my friends and all my community and all my activities was completely separate from Will and vice versa. And yet we.

[Brian Canlis]

I feel like we need to unpack that. Brian was in chess club and was in ROTC and Bible study and all of that. And I was in a band and had the party house and all of that stuff. And so our Friends were very different friend groups, but we went to Cornell, where there's five colleges, and we both went to the hotel school. We both grew up in restaurant families, and we took pretty much every single class together through all of college. And when studying with Brian, it made homework not feel like work. Like we have always, since the day we met, had this ability to enjoy

[Will Guidara]

work, to work and have fun at the same time. It's always been that way, and we've loved it. Our first big project we did together was we had to open a restaurant together, like a student restaurant for one night. We had to hire the staff and write the menu and. And come up with the concept. And it was a home run. It was a. It was a hit. We had so much fun. It was sold out. And I remember looking at him and being like, we. We should do this. Like, we. We love working together. But then, of course, after graduation, I had to. I paid for school with an ROTC scholarship. So I got shipped out to Alaska to. I was in the Air Force. You went off and started your own career? We lived in opposite sides of the world. I didn't think we would know if it would ever happen. And then a season came in 2014 where I went through a divorce and needed, like, a break from my own city.

[Nathan Barry]

Because you were in Seattle.

[Will Guidara]

Yeah, I was in Seattle. You were in Manhattan. And I moved to New York City for four or five months. We called it a friend turnship, where I wanted to stay professional and stay active, but I just wanted to get out of town and have a break. And I helped you open the Nomad. The Nomad bar.

[Brian Canlis]

We had a hotel in New York City called the Nomad, and we were expanding it, and Brian came onto the team to effectively be one of the top people in expanding it. So he came on for four months, but into a pretty senior role.

[Will Guidara]

And it was so fun. And what's made it even more fun is the artist that he hired to do the art on the walls is now my wife of 10 years and the mother of four children. So I met my wife in that process, and once again, we fell in love with working and playing together at the same time. Right around that time, the welcome conference began.

[Brian Canlis]

Wait, hold on. I think it's important to explain what Brian's career has been.

[Nathan Barry]

Yeah.

[Brian Canlis]

And I'm gonna do it on your behalf so I can celebrate.

[Nathan Barry]

I love it.

[Brian Canlis]

So Brian, up until eight months ago, was alongside his brother running the restaurant Canlis in Seattle. They were generation owner operators of this restaurant, which is in My view, and this is not as a friend and partner to him, but as an industry expert, as an industry. Someone who knows a lot about restaurants, one of the greatest restaurants on the planet. And that was his kind of life, which was, in many ways, paved out before you and not so much of a choice, necessarily. Although you made the choice to join

[Will Guidara]

it, it did surprise me that I did enter the family business. That was not the plan, and I kind of stumbled into it after the air Force and then fell in love with it.

[Brian Canlis]

And so his break to come work with me in New York was a break from the family business, which anyone who's ever been in a family business can.

[Nathan Barry]

It's a big deal.

[Brian Canlis]

Can understand that. That's actually a big deal.

[Will Guidara]

Yeah. And my brother and partner was completely supportive of it. He was like, yes, just go. I got this.

[Nathan Barry]

Go pursue that.

[Will Guidara]

And, goodness, that was a fun summer you fell in love with. We double dated. He was dating Christina while I was dating Mackenzie, and the four of us dated all that summer, and it was fun. I mean, he was the. He was the boss, but we were friends. There's one night at the Nomad where you were having some relational anxiety with your dating relationship with Christian.

[Brian Canlis]

You can tell this story. I'm fine with it.

[Will Guidara]

Will shows up at the bar, and I'm the only manager that night on duty, and it was slammed. I mean, we were slammed the second we opened. It was awesome. And Will shows up, and he's like, we need to go right now. And I was like, what do you. Are you out of your mind? You're like, we need to leave right now. And I was like, I'm the manager. He's like, I'm the owner, and we're leaving? I was like, all right. He's like, just 10 minutes? And so we start walking around the block. I was like, dude, what's going on? And he was like, I told Christina I loved her. I was like, dude, that's. That's huge. That's amazing. Like, I love Christina, like. And she didn't say it. He's like, what do I do? And you were. You were, like, on the edge of it. You were like, maybe do we break up? Is it over? Do I move, you know, to a different state?

[Brian Canlis]

I mean, it's a hard moment.

[Nathan Barry]

Yeah. Oh, yeah.

[Brian Canlis]

Anyone who's ever been in that situation knows that that's when you need the people that you love and trust.

[Will Guidara]

What did she say next to you? Did she Han solo you? Did she say, I know.

[Brian Canlis]

I forget what she Said, I, I thank you. I do know that it was not. I love you too.

[Nathan Barry]

Wasn't what you hope.

[Brian Canlis]

Yeah, I've gotten that sense from her.

[Will Guidara]

But so it was. It was awesome.

[Brian Canlis]

Anyway, to fast forward the story, we started the welcome conference. I was running my company. He was running his family restaurant. I sold my company just before COVID wrote Unreasonable Hospitality. Started to build a business around that. Me and my family decided to move to Nashville. He and his family were really contemplating leaving Seattle, leaving the family business not to work with me, but just for their family. It was feeling like the right spot.

[Will Guidara]

Yeah, it was time. And when I became a restaurateur, I was single in my twenties, and the. The T shirt fit like, it looked good in the mirror. Twenty years later, I had four young kids, and I was like, is.

[Nathan Barry]

It's a different level.

[Will Guidara]

I've done this for 20 years. I loved it. I love my family. I love the business. I was like, what if the next 20 years looks totally different? My wife and I got excited about a new, fresh start, and we said, let's hop in the minivan and drive to Nashville.

[Nathan Barry]

And so what was the. The vision for the business that you're working on together?

[Brian Canlis]

The agreement was, let's work together for a year. We are friends first, and we want to make sure that if we work together, it doesn't compromise the friendship. And so we're coming up at the end of the year. But it was just, hey, let's see where we can take this. And we're coming up on the end of the year, so we'll. We'll circle back. Yeah. Like, we have that meeting.

[Nathan Barry]

Let's date.

[Will Guidara]

Let's not get married. Let's. We've both been in significant partnerships. Like, we don't have to rush into this. Let's just have fun for a year. What's it like? You're growing this brand new company out of this book that I famously told him not to write. Like, I was like, the world doesn't need another book, Will. And he's like, no, I'm gonna write a book. Then the damn thing sold a million and a half copies. So it was exciting to see what was happening and how the world was connecting with this message of hospitality. And I have hospitality in my blood and bones and loving an evangelist for how powerful and meaningful it is, not just in the hospitality industry, but in industries everywhere. And that's what he was doing. And I thought, I want to come be a part of that thing.

[Brian Canlis]

Yeah. So I'll tell you where the business is now what we do and how we decide which things we choose to do as things evolve. And I think it's important to caveat it like that because for both of us, our careers were very, very linear and required pretty relentless focus on single goals. Right. Like when I was growing up, I wanted to go to Cornell, then I wanted my own restaurant, then I wanted four stars from the New York Times. Then I wanted to be number one in the world. And every decision that was made was in pursuit of that singular goal. Now we've earned the right to not have to be so singularly focused and rather can look at the opportunities in front of us and choose which ones to take. So what we do now, there's kind of four buckets. I do a lot of speaking, obviously work on new books. The field guide just came out a couple months ago, which is our second big book in the series, Produce for the Bear, things like that. Then we have our gatherings business where we have the welcome Conference, which we've been running together for a dozen years. Yeah, about 12 years now, which is like our TED style single day conference in New York City at Lincoln center, which has become the most important conference I think in the world around.

[Will Guidara]

Hospitality started in a basement in the East Village where we couldn't give the tickets away.

[Brian Canlis]

Yeah.

[Will Guidara]

And now it's a couple thousand people. And it's just a magical day of people celebrating hospitality, learning, getting inspired.

[Brian Canlis]

The gatherings business grew from welcome. The first year we ever had complaints at welcome was after like probably the second year after the book came out because there I'm the host. It's not an unreasonable hospitality conference. And people came expecting more from me about the book and were upset that it, that I was just introducing other people. And so we launched the Unreasonable Hospitality Summit here in Nashville, which is much smaller, a couple days. It's more workshop conference, practical and well, it's fun.

[Will Guidara]

There's music, there's. Yeah, you know, we eat and we celebrate and we have a good time.

[Brian Canlis]

We love the gatherings we host. And I think one of the things we had to decide as we started this business was, I mean, you meet with a lot of content creators, whether it's authors or whatever, and you'll get a million different pieces of feedback on the different ways to grow your company. Online courses, this that, you know, like YouTube shows, whatever it is, there's a million different ways to grow your business. What we recognized early on was we needed to identify what our superpowers were and begin our growth through leaning into those superpowers and we each come from careers spent hosting other people. And so in person events is really where we kicked things off. And anyone out there who's trying to think through how to grow their business, that's one of the first things I would advise people to do is what are your superpowers? Start there. That doesn't need to be the extent of what you do but at least start with the things that you're naturally gifted in doing. So second bucket gatherings. Third bucket are the workshops. So I can go and speak to a company for an hour. We have a couple people on our team, extraordinary people who just travel the country doing day long workshops. And they will. And they're leading people through the work. Leading people kind of putting hands and

[Will Guidara]

feet to all of the ideas in our regional hospitality. But how do you put those to action in your company? Groups of 20 to 120 people and

[Brian Canlis]

they'll be like minor league baseball or Land Rover or hospital systems and kind of companies across industries. And then the final bucket is the Creative Studio which we started doing consulting. And we found consulting to be quite frustrating actually. We care too much.

[Nathan Barry]

Yeah.

[Brian Canlis]

And I, I learned you can't be a con good consultant unless you convince yourself to care less.

[Will Guidara]

Yeah. Because you come up with these great ideas and 10 gets implemented.

[Brian Canlis]

Yeah. Yeah.

[Will Guidara]

And then you also can't control the execution of them. You.

[Brian Canlis]

And then you just become kind of the worst if you care too much because you get frustrated with the people that. Or paying you. Which is not a good dynamic. So we switched to the Creative Studio which is we really go into projects very, very early. We only engage with the people at the top of the hierarchy on the other side so that ideas don't get watered down. And a need for different people to prove their worth in the organization by putting their stamp on something. And. And we create and it's been really fun. So we're. We're leading the creative direction for the new 80s baseball stadium in Las Vegas. Or the Creative Studio can do other random things. We did a new approach to playing cards with our friends at Theory 11, which are a blend of playing cards and conversation decks. And we're probably going to be leading the design of a new flagship office building for one of the leading financial institutions. Just to try to imagine how hospitality can redefine what going to work looks like.

[Nathan Barry]

And the thing that stands out to me, it reminds me of something I heard Jason Freed from base Camp saying once about like learning to play the drums. And for a long time he was playing the drums. He's holding the drumsticks really tight. And that sounds a lot like, you know, the set path where you're like, Cornell to here. And, you know, his instructor was just like, you gotta loosen up. Like, the magic won't come until you hold the drumsticks really loosely. And I see you guys like holding them loosely and seeing what comes. And you're like, that does sound fun to go design a new baseball stadium or to dive into that and just see where it takes you.

[Will Guidara]

Yeah. We've been wonderfully surprised at the message of hospitality, or even unreasonable hospitality, how much it connects to industries all across the board. Because essentially, it's about treating humans differently, right? With. With creativity and intention. And every business on earth is dealing with humans. Right. It's not. Hospitality doesn't have to be this word that is stuck in the shoebox of the hospitality industry, but it is all these different organizations, and they're the ones coming to us with these ideas saying, we want to create something totally new, an experience that's never been done before, looking through these eyes, be it a baseball stadium or a hospital or a government agency or a library or. And what a joy that's been to experience after a career of serving a couple hundred people every night at 5pm to now potentially serving thousands at a time with these ideas.

[Nathan Barry]

So from consuming a lot of content that you all have put together and reading the book and all of that. Well, I've heard a lot of your unreasonable hospitality stories. Like, if we anchor people in the physical experiences that you all have created, like, Brian, I'm curious. One of the unreasonable hospitality stories that you know or moments that you've created, that's like a really special for you in person. And then later, I want to go to how you all do this in the digital side or, you know, in the new business.

[Will Guidara]

There's three boys in my family. I'm the youngest. The next brother up was my. Is my partner. Business was my business partner. The oldest one is the black sheep of the family. He is a Anglican priest.

[Nathan Barry]

Okay.

[Will Guidara]

And he lived in Scotland for a dozen years, and we would go visit him all the time in his parish. Part of the job of being a minister for the Church of Scotland is you go and you bless the barrels of whiskey before they get sent out. And he got to know all these distilleries and fell in love with whiskey. And so therefore, we fell in love with whiskey. And we would travel and drink, and it was just the greatest. And at one point, we brought home this barrel which is not an easy thing to do to bring an entire barrel of scotch home. It was a spring break 19 year old, and it was so special. And we got it through this unconventional means where we actually didn't have to pay for it. So it was. It had no price, but it was a very valuable barrel. And it was in our basement. And we built this spot in our wine cellar to hold this gorgeous barrel, but we didn't know what to do with it. And a local billionaire came in, had dinner, and said, I want a glass of the greatest whiskey you have in your cellar. And we're like, well, it has to be that one, because it's so rare. It's one of a kind, and it's very valuable. And so we charged him a couple hundred dollars for an ounce, which is about the right price for what that is. And we all felt gross and dirty about it because we were selling something that it was given to us as a gift. So, like, wait a minute, how do we. That doesn't feel right. So that's the only ounce of that whiskey we've ever sold, ever, was that single one. And from then on out, we looked at the mission statement of our restaurant, which was to inspire people around hospitality, just inspire people that it's worth putting others first. And we decided we would only give away this incredible scotch for free to anyone who was willing to take the risk to be vulnerable and say out loud how they hope to grow as a human. I know this sounds nuts. And so we started this with our staff, where on New Year's Eve, we'd give everyone together. We bring the barrel upstairs, we'd sit in a giant circle. We'd come in a couple hours early, and anyone who was willing to share out loud, hey, this is how I want to grow as a person. We'd pour them a glass of this great whiskey, and everyone would cheers. And then we'd all hurrah. We had this saying that we would say. We'd all yell it together out loud. And this would go on for a full hour, hour and a half. That story started getting out among our guests. And guests started asking, hey, can we drink from the barrel? We're like, yes, it is free. And you have to be willing to share out loud how you hope to grow as a human. And so they would. Entire tables would then come downstairs into the cellar, gather around the barrel, and share out loud. And I had guests in tears. I had people renew their vows. It's amazing. If you put intentionality around vulnerability, what would happen? And that grew into this gorgeous tradition of. Of guests coming to our restaurant simply to say something out loud to people they loved. And for that to be witnessed and to toast each other. So much so that we went through an entire barrel of whiskey. Now we're on our second one. But that's the kind of moment, and even to empower your own service team to say, hey, you guys are. This is a special moment. You want to come downstairs and drink one of the greatest scotches in the world?

[Brian Canlis]

The reason I think that's such a beautiful example is a lot of the stories that get celebrated about unreasonable hospitality. These over the top, very showy things, these gestures. And yet unreasonable hospitality at its core is about doing something to take an ordinary transaction and turn it into a memorable experience. The quote that I use all the time because I think it's just the best about hospitality comes from Maya Angelou. People will forget what you say. They will forget what you do. They will never forget how you made them feel. Canla serves delicious food, and yet I can say with profound confidence that if someone goes to that restaurant and experiences that they may not remember a single thing they ate, but they will never forget the feeling they had sitting around that barrel. One of the beautiful things about hospitality, regardless of what you do for a living, is that you can help people put the world on pause for just long enough to find appreciation in a moment. And through what they did, which is equal parts unbelievably simple and unbelievably complicated, they gave that gift to people. And I think no matter what you do for a living. Yeah, you might not have a wine cellar with a barrel of whiskey in the basement, but you can look at the product you serve and ask yourself, how do we imbue more meaning into this exchange? That's why I love that story.

[Will Guidara]

What's really fun is when there was only about an inch or two left in the bottom of the barrel. It's right when Will won the award for no. 1 restaurant in the world. And we're like, well, what are we going to do? There's as a fun Congratulations. If anyone needs the barrel right now, it's him and his team to figure out how they're. What are they going to do next? How are they going to grow? They just reached the apex, this goal. So we threw that barrel in the back of a truck and drove it across America and surprised him. You were genuinely. You actually did not know. They. They do an annual all team meeting where they close the restaurant and they bring their entire staff together for a day and we showed up with the barrel. My brother and I carrying that barrel through the front door, popped it in the middle of his meeting and poured for their whole staff and said, now you all need to share out loud what's next. And it was just beautiful and so fun. And I love that that barrel is still in your heart somewhere.

[Brian Canlis]

Yeah.

[Nathan Barry]

That's incredible. I mean, anytime that you can get people to connect on that level and share something deep and meaningful, it's always worth it.

[Brian Canlis]

Yeah.

[Nathan Barry]

And I love that you, exactly as you said, like systematized it, turned it into something that people could participate in because you have these stories where it's a one off thing or it's like, yes, you had to be there, but you were able to create a you had to be there moment that people would come to over and over again for years. I think the hardest thing for me as I read all of your content and listen to both of you on podcasts and all of that, is how do you take this and translate it to the digital world, which you're in the middle of doing now as you build a different style of business, you know, like as you're building an email list and you're going on podcasts and you're doing all of these things to serve an audience. And so I'm curious, like, what comes to mind as you're thinking about bringing that level of hospitality to this new

[Will Guidara]

business in the digital world? I think you always have to give more than you take. Otherwise the customer, the guest, the fan, or whoever it is, they sniff out if that ratio is reversed.

[Nathan Barry]

Yeah.

[Will Guidara]

And so when it comes to either Instagram or a post somewhere or the newsletter or whatever we're sending out, it's so important to us that it gives more than it takes. It's not, we're not, it's not always about selling something. It's not about, hey, come listen to us, come. Like, look at me, look at me, look at me. It's how can we shine a light on you? Like, how can this benefit or bless or encourage you? And so because digital is not face to face and you don't have that ability to create relationship, I think we have to be extra cautious to always make sure whatever, however we interact in the digital world, it is an act of hospitality, is an act of making them feel cared for and seen. Not one that we are selfishly have this secret agenda to get them to click or buy or come or only if that serves them to click and buy. And that's a Filter that we talk about a lot, that we're not going to put anything out there in the world unless it's giving more than it's taking.

[Brian Canlis]

The way we think about hospitality generally is one size fits all, one size fits some, and one size fits one. So what is it about your approach? You're taking to everything you do that is intrinsically hospitable. That's one size fits all. How can through simple pattern recognition, you elevate the experience for people that follow certain behaviors? That's one size fits some. And then one size fits one is just learning one thing about one individual and doing something really freaking cool for that person. What Brian's talking about is one size fits all, which, I mean, I forget exactly what it was, but I think we sent out 30, 35 newsletters before we ever tried to sell anything or asked for anything. And that was with intention. Even now, you will never see a newsletter from us or a post from us that's, hey, there are five seats left at this event. Buy now or prices go up tomorrow. Like, we have a really, really low tolerance for anything that feels schlocky or salesy or overly markety. Like, if, if we're trying to sell you something, it will be in a note that tells a story, teaches a lesson, and then at the very end, we may very subtly try to push you towards something because otherwise the exchange is lopsided in our. And that's not true to who we want to be or what we think. Right. Looks like. And so that's one size fits all hospitality. One size fits some hospitality. And I'll give you an example from our world and then also from another world. A lot of people reach out through LinkedIn. More people than I could ever respond to. Those are people taking a risk. And any creator with any reasonable following has been on the receiving end of a note that says, I'm not sure this will ever reach you, but, which is such a beautiful sentiment. And by the way, the notes that follow after but are filled with vulnerability and sharing and these long notes and people writing these long notes with the knowledge that someone might never even read them. And there's someone on our team that just responds to every single note because if someone reaches out to you, they deserve a response. I think that is an expression of hospitality.

[Nathan Barry]

I think two of the most generous writers and creators that I've ever spent time with are Seth Godin and Derek Sivers, both of whom will respond to pretty much every single email that they receive. Now, they might not want that Shared that they actively do that we're not trying to generate.

[Will Guidara]

And his email address is.

[Nathan Barry]

But, but having that approach where they're just like, look, if someone wants to reach out, it might be a three, a three word response or something like that or like a keep going or that's inspiring, you know, whatever it is. But just that, like that little way of pouring back into anyone who's willing to reach out, I think is very

[Brian Canlis]

powerful given everything you have going on in your life. Like where I am individually right now, what Seth is doing, I can't, I can't do it myself. But that doesn't mean someone, it can't be done right. And so like there is always a yes. You just need to be willing to invest the energy, time, creativity, resources to find it. When I talk about one size fit some though I. And, and by the way, this looks very different pending circumstance but. And this is something we really walk people through in the field, guide this idea of pattern recognition of these recurring moments. Every single business has these things, whether you ever meet someone in person, whether you, whether like engage with them as a human. These things that happen over and over and over again. And if you can identify these patterns, decide in advance how you want to respond every time one of these things happens and implement a system such that that response is easy to deploy and happens consistently. I think you can create magic for people all the time. The best example of this is Chewy and what they do. And we talk about this often because I think it's so deeply inspiring. But if you have a dog, you go into chewy.com, you set up a subscription, dog food comes to your house at the beginning of every month. You never forget to order dog food again. The thing about dogs, they pass before you're ready for them to pass. And when that happens, the first thing you think to do is not to go online and cancel your dog food subscription. Which means that a couple weeks later a new bag of food is going to arrive, rip open the scab all over again, then you're going to reach out to Chewy to cancel it. This is a recurring moment for them, right? Someone in that organization had the wherewithal to say this is a moment. How do we respond in a more magical way? And what they do is the same every single time. They obviously cancel the subscription. They can't take that last bag back for health code reasons, but they credit it to your account, they apologize for your loss, and then two days later, at minimum, they do even more than this. But at minimum, a bouquet of flowers arrives at your house saying, we're so sorry for your loss. They've never met you, you never will meet them. Thing about dog people, they are very likely to get another dog. And if you ever buy dog food from anyone else ever again after having received those flowers, you're a frickin serial killer.

[Will Guidara]

Right?

[Brian Canlis]

Brian used these words before because they are so fundamental to how we think. When you identify opportunities at the intersection of creativity and intention, you can, you can show up for people in remarkable ways all the time.

[Nathan Barry]

Well, so with the Chewy example, I've actually seen that firsthand because a team member at Kit had that moment half where their dog passed away. The last thing they think about is, oh, you know what, now I need to go cancel my subscription. And when they wrote in to say, hey, I need to cancel this subscription because our dog passed away, the customer support person at Chewy said, would you mind sending us a photo of your dog?

[Brian Canlis]

And they did the painting.

[Nathan Barry]

And they did the painting.

[Brian Canlis]

Yes.

[Nathan Barry]

And so then, you know, some number of weeks later, a paint, a hand painted painting of their dog showed up. And like, that's another level where you're just like, are you kidding me?

[Brian Canlis]

Well, by the way, that's also inspiring because I love when someone is already doing something. Well. And then someone in the organization says, how do we make that even better?

[Nathan Barry]

Yeah.

[Brian Canlis]

And so they've been doing the flower thing for a long time. Sometime in the last few years. The painting doesn't happen always for everyone, but it happens sometimes. And.

[Will Guidara]

Well, and you know, whoever that person is at Chewy, who gets to the painting or gets to be the person who makes that moment facilitated.

[Nathan Barry]

Yeah.

[Will Guidara]

What a gift that they granted. This whole thing is sad, but they're delivering joy and they're delivering healing and they're delivering redemption. And what's magical about these moments that you set up when you recognize the pattern and you come up with the system of hospitality is all boats rise with the tide. The guest or the customer feels so invested in and known and cared for. The employees enjoy it because now they're just not awkwardly canceling someone's description, but now they get to actually do something that brings life back.

[Brian Canlis]

We have.

[Nathan Barry]

Your job is you're just like, yeah, I canceled.

[Will Guidara]

Yeah.

[Nathan Barry]

You know, I dealt with more people whose pets died and you're just like, wow, I kind of hate my job.

[Brian Canlis]

Yeah.

[Nathan Barry]

And then you flip it around. You're like, I got something.

[Brian Canlis]

And. And you were probably on the receiving end of profound appreciation for the person you sent them to, which always fills your tank.

[Will Guidara]

And you're creating guests for life. Like, it works for profit, it works for culture, it works for retention, it works for customer loyalty. And that's what's exciting that we're starting to discover in the restaurant business. We've known this and now all these other industries, and we're learning about it, too. We didn't invent this, but it's so fun to see everyone else come along and say, hey, this really works.

[Nathan Barry]

One of my favorite questions as we launch back in is, what would have to be true? And I love that question, because if you're talking to a team member about building software or writing, can we build this feature and have it live by May 1st? Ooh, I don't know. And it gets them into this mindset of, I'm not sure. Here's all the things. And if instead you ask, what would have to be true to have this live May 1, or what would have to be true for us to carry the barrel of whiskey into the restaurant and be ready to premiere a film that we finished at. You know, that was just took place over the last few days. Someone's like, it switches entirely into this brainstorming.

[Will Guidara]

Not.

[Nathan Barry]

Not physically impossible.

[Brian Canlis]

But we love working with magicians.

[Nathan Barry]

Yes.

[Brian Canlis]

We work with magicians on a lot of what we do and have for years. And a long time ago, we did a. A course at eleven Madison that was a magic trick. And working with the magicians to create it, they were like, oh, wait a minute. What if we did this? And I was like, oh, my God, that would be amazing. How do we do that? And they're like, well, I don't know, but if you like it, then we're going to figure it out. One of the things that anyone who's worked with me for any measure of time has heard me say constantly is, don't ruin a story with the facts.

[Nathan Barry]

Okay?

[Brian Canlis]

Which means stop asking how something can be done. Just decide what you want to do, and then once you've decided that that's the thing you want to do, then just figure it out. Because, let's be honest, my guess is nothing that anyone who is listening to this right now does is actually hard.

[Nathan Barry]

Right. We're not trying to break the laws of physics.

[Brian Canlis]

It just requires being willing to try harder.

[Nathan Barry]

Yeah.

[Brian Canlis]

And too many people rely too heavily on facts or what has historically been possible in deciding what they want to try to do next first, before we

[Nathan Barry]

go there, when I've heard you talk, bring up the magicians before and working with them, you talked about the coat check experience.

[Brian Canlis]

Yeah.

[Nathan Barry]

Can you share that? Because that's something. What stood out to me the most is seeing all of these points in the journey.

[Brian Canlis]

Yes.

[Nathan Barry]

In the customer journey. And just saying, how can we make each one magical?

[Brian Canlis]

Well, you know what? I think Brian at Canlis did something with valet.

[Nathan Barry]

Okay.

[Brian Canlis]

Parking.

[Will Guidara]

It wasn't me.

[Brian Canlis]

No. Canlas restaurant did. Yeah. With valet parking. Tell that story.

[Will Guidara]

We don't give people a valet check number.

[Nathan Barry]

Okay.

[Will Guidara]

So we just remember your car. And it's a system where when you're done with dinner and you come to the front door, your car is warm and waiting for you, and people think it's a magic trick. It's not. It's a system that we've built that actually, my grandfather built it in the 50s, so it's not even.

[Nathan Barry]

Oh, we use AI to do whatever. It's like, no.

[Will Guidara]

It's just a matter of caring, and it's a matter of being very intentional. And so a dozen years now, like 15 years ago, we were doing checks for coats, and it's like, wait a minute. We can remember a car, we can't remember a coat? And there's something called the peak end rule, which is in one of your books, and it's this idea that one of the most important moments that establishes what a guest remembers for their experience is their very last moment is the end. And we have this magical car that shows up. And then we started doing coats that were always warmed by the fire with no ticket when the guest comes to the front. So not only is their coat waiting for them and it's warm, then they turn around, their cars waiting for them. They could have had cold food and mean service. And they were like, this was amazing. And it's funny, we pour thousands of hours into the tiniest details in the food and the service and every little thing you touch. And the number one thing that I hear about our restaurant is the coats and the cars at the end of the night, because they can't believe.

[Brian Canlis]

But it is magic. You said it's not magic, but it is magic. And that's the thing, like mad.

[Will Guidara]

That's how all magic is.

[Brian Canlis]

I don't want to. I feel bad telling you this on a podcast. Magic is not real, Brian. Emotionally processed us. Magic is not real. My favorite quote I love magic so much is a Penn and Teller. Sometimes magic is just being willing to invest more energy into an idea than anyone else would deem reasonable. Every magic trick is just someone working really, really hard. To create a moment of wonder, we

[Will Guidara]

had a large restaurant company call us and say, hey, could we hire you to consult? We want to do your valet system. And we have a large checkbook. And we're in and let us know. And we said, oh, good news, it's free, and I'll tell you in about 30 seconds. And he was like, what do you mean? And I said, well, this is how we do it. And I told him, and it's. And he's like, oh, we can't do that, because it's a matter of training your memory. It's a matter of caring. It's a matter of all night long. The valets are obsessed with remembering, and that's all they do. And they go in and out of the restaurant all night long, and they see who's on check, and they have a system of writing down notes. And he's like, wait, it's not a computer program. It's not a camera system. It's not a. It's like, no, it's just working really hard and training. A new valet at Canla spends about two months just training their memory to get ready for being a valet at Camless. So. And they said, no, we can't do it.

[Brian Canlis]

Where we did things is, like, we tried to implement more systems to support this that didn't rely on the inherent, like, skills of an individual, which I do believe is where things become institutionalized, is where it's no longer requiring an individual to be unbelievably passionate, where you can actually compel them to be more passionate through just experiencing the joy of accomplishing something magical. And so the coat check thing, in our restaurant, we had a host that would go around the dining room all night updating where people were at in their meal. And that would be reflected on the screen at the front. And if it got to green, it meant you were on your check. That meant that your coats would go from a coat room down the hallway to one that was right next to the front door that had space heaters inside. Then they would be more closely looking at that table, waiting for them to get up. Thankfully, there was about 40ft between that table and the front door, and they would be there the moment they saw that table get up. They'd go into that smaller coat room, take out the heated coats, and just be standing right there. It wasn't hard anymore. The system just took a little bit more effort to design, such that it would be easy to deploy in the moment. I don't think anyone can do this right.

[Will Guidara]

And it's fun. And the hosts, who used to just look at a number and go to a courtroom and da, da, da, da, da, are doing this transactional moment now. They get to be magicians, and guests get to. Their eyes pop open, they're like, how did you know this is so special? And so the hosts get to. They love it because they get to pull off a magic trick. And so, once again, all boats rise with the tide there. The guests love it, the employees love it. Everyone loves it. And it costs nothing to implement. It just takes creativity and intention.

[Nathan Barry]

So what I'm curious about is that mapping process where you map all the points in the customer journey. Especially if we take this to. It could be an event. Your newsletter software, like kit, like, listening to you all. I'm like, now thinking about all the moments where we're like, here you go. And we don't have anything special for our receipts. We don't have all of these touch points. And so how do you go about doing that on the digital side and finding these moments or these transformations that any creator or software company could implement?

[Brian Canlis]

Well, but it's the exact same. I mean, if you actually look through every touch point, every moment of interaction between you and the people you serve, whether they're in front of you or whether you're engaging with them digitally, there are opportunities around every turn to make those moments a little bit more awesome. I mean, we just. I'll give you, like, a really, really small example. When Brian joined the team, we engaged in a pretty comprehensive website revamp. Not even a revamp. We built a new website.

[Nathan Barry]

Yeah.

[Brian Canlis]

Brian did an amazing job building a beautiful website that really outlines our entire ecosystem. And once it was done, then we looked at every little piece of it and said, how do we make it more awesome? And so there's the moment. This is, like, so small and so silly and really irrelevant in the grand scheme of things, but it just shows you that raindrops make oceans. Like, enough small changes in culmination can be transformative. When you put your email in to sign up for our newsletter, this big confetti thing goes off on the screen. Just like a moment of celebration, right? Like, you can just make things more fun, more playful, more awesome. And too many people think they're done with something prematurely. Unless you've looked at the same thing over and over and over again and said, can it be better? Can it be better? Can it be more fun? Can it be more connective? Can it be more awesome? Then eventually you get there.

[Nathan Barry]

I'm realizing an example of this is there's a VPN software called TunnelBear that I use, you know, when traveling and all that. And so their mascot, as you would expect, is this very cute bear. And when you go to log in it, you click onto the email field, username field, and it's I. The bear's eyes look towards the field. And so you're like, oh, that was kind of a cute little interaction, putting your email. So you go to the password, and the bear covers its eyes so it's not looking at your password, and you're like, oh, that's like. It's this moment of delight.

[Will Guidara]

Yeah.

[Nathan Barry]

That some engineer designer made once. It probably took them a few hours, and now it has brought a little bit of delight to hundreds of thousands of people.

[Brian Canlis]

And does that in Singularity, impact anything about people's perception of the business? Maybe, maybe not. But enough little things like that over the course of the entire user experience, ultimately definitively does.

[Will Guidara]

But it is essential to map and break down. Right. Each touch point. And we do that work with clients. We built a tool on our own website that it's free to use, where you map every tiny guest interaction that you have from the second they go online and have their first interaction, whether it's the website or a phone call or an in person. And then in excruciating detail, what is every single way that that client interacts with your product? Whether it's the touch of the door handle as they pull it open, it's the feeling of the carpet under their feet. It's what is the. How long does it take to get hot water in the bathroom if they go to wash their hands? What does the soap smell like? So we will do every so many.

[Nathan Barry]

Like, I would say they enter and you're like, you're going to so much

[Brian Canlis]

further than I would even get out of the car. They walk through the thing, they pull open the door, they walk through the door.

[Will Guidara]

Every single one's a touch point. And then we would identify which ones are negative, which ones are positive, which ones are kind of neutral, and then go through creative exercises on what does it look like to be creative and intentional to elevate maybe a dozen of these touch points this year? I mean, we were at one of our restaurants, Our touchpoint map would be in the 150, 160, 170. Like, a lot of touch points. And a goal would be this year we're going to elevate 5 or we're going to elevate 10. And you empower Your people to brainstorm and get excited to collaborate on, latching on, to watch a single touch point and what does it look like to elevate it? And when you break it down into these tiny, tiny steps, then suddenly it's not so overwhelming when you look at the prospect of increasing the satisfaction of the client experience. Because you can just increase one tiny bit at a time.

[Brian Canlis]

Like, what happens if you are growing a social media account when you get a new follower? If you're willing to like be relentless and crazy in tracking that sort of thing, you can do something remarkable for that person when they choose to give you a Follow what happens with your newsletter list? And I'm just thinking about this now. We should mess around with this in the next week when someone makes the choice to unsubscribe. What's that language? What's the path to unsubscribing? Like, how you say goodbye is just as important as how you say hello.

[Will Guidara]

What, we should have a boys to men video get sent to them? It's so hard to say goodbye.

[Brian Canlis]

Yeah. But serious, like, yeah, that kind of creative process is fun.

[Nathan Barry]

But I'm thinking through every part of it, right. Of when someone comes to your website, there's maybe there's a cookie banner they have to accept or dismiss that some lawyer told you you have to do.

[Brian Canlis]

Right.

[Nathan Barry]

And they put in their email address and then what's on your thank you page? Because that. And you know, it's usually just check your email to say, yes, you actually wanted this. What's in that email? What's in the fault? Like all of those things.

[Will Guidara]

Yep.

[Brian Canlis]

There was a meditation app that I signed up for at some point. And like many of these apps, annually, it just resubscribes you. And then you don't even realize you've been resubscribed until you get that little thing on your phone that says you've just been charged 99 bucks or whatever. And I got an email from them a week out saying, hey, in a week you're going to be resubscribed and it's going to cost this much. And we just don't want that to come as a surprise. If you're going to pay us that money again, we want to make sure it's because you chose to, not because you forgot to cancel. And so this is your opportunity to cancel. And if you do, thank you so much for your business. And if you don't like, here's to another amazing year of working together. That is a beautiful example of unreasonable hospitality in this space. And some might argue that that's financially reckless because more people are going to cancel than had you duped them into re upping. And yet I think whenever you do what is right for the person on the other side of the table, you are ultimately going to be more successful in the long term. But that clearly happened because someone in that company said, hey, how do we want to be better in this part of the experience?

[Nathan Barry]

Let's head into culture. Because all of this comes from, you know, you can sit as a, as a founder, as an executive and brainstorm some ideas, but what you're talking about in your restaurants and the business you're building now is how it plays through and it becomes instilled in the culture all the way through. What are the things that make the biggest difference for building a team that thinks in these ways and will spot way more opportunities than you ever could?

[Brian Canlis]

Well, I think you need to empower people to challenge things, to question ideas. You need to create space, like organized time to actually do the work. Back in the day, the reservations office in a restaurant is the messiest room in the entire building.

[Will Guidara]

Okay,

[Brian Canlis]

the dining room is obviously beautiful and clean. The kitchen normally is beautiful and clean. The reservations office is like the restaurant's equivalent of a junk drawer. Because, like, so true. You know what I mean? Like, right before service, if there's something in the dining room, he needs to go away exactly by 5:30, that's where it goes. It just gets dumped in the reservations office. And so it's like a bunch of people working in this rather confined space. And when a new reservationist joined our team, there's probably seven to 10 days of training by the end of their training, and they were given, I forget what it was, $100, $200 budget. They had to do something to materially improve that space. And so this is someone who's had the job for three or four days, and they need to figure out something to make that space more organized, nicer to work, and whatever, it wasn't done so that the office would be better. It was done to very clearly, at the very beginning of someone's employment, say, your ideas matter. We want you to contribute. You have so many people don't creatively contribute to something because they don't feel the confidence or the empowerment to do

[Nathan Barry]

so, or their ideas will be welcome or heard.

[Brian Canlis]

Yeah. And so when you force it, you're telling them your ideas matter. So much so, in fact, that I'm requiring you to give them. And then when someone does make the junk drawer less junky. They are celebrated by their peers for having done so, which then elevates their confidence and ensures they start doing more of that. I think you can systemize collaboration and empowerment. And sometimes making something mandatory is a beautiful thing. Mandatory. It almost has like a bad connotation. I think making good things mandatory is a beautiful thing for a culture.

[Nathan Barry]

Makes me think of. At Kit, we have a rule that when you join, like, you only have fresh eyes once.

[Brian Canlis]

Yeah.

[Nathan Barry]

And so in your first 30 days, we want you to go through the entire product as a customer would and share your feedback and experience because we have so many touch points. And when I go through the product, you know, there's lots of things where I'm very, very proud of it. And I just. There's so many more where I just cringe and I'm like, oh man, we still need to fix that. You know, all the stuff. And so time and again, you know, as we hire new team members every, you know, every other week or so, we get one of these posts of a Google Doc or a notion like, here's my whole experience, here's what I noticed, here's what I set out. And sometimes if they're an engineer working product, they're like, and I was able to fix one of these. We really celebrate that.

[Brian Canlis]

Yeah.

[Nathan Barry]

But I always make sure, you know, in Slack there's thousands of messages that go by from a big team and I always make sure to chime in and reply like individually in the doc and all of that to every one of those first product.

[Brian Canlis]

100%.

[Nathan Barry]

Because I want to set. Like, this is a. I was thinking about what gets status in an organization, like giving feedback. This is how our product could be better. You know, as a new employee or as anyone. Like, that should be a high status thing. That should be a rewarded, celebrated thing. And so, you know, if, if all I can do is take 10 minutes to make sure I read it and then leave three or four comments. Like that reinforces that.

[Brian Canlis]

Well, yeah, if you, if you implement a culture where you're asking people for their feedback and you're not there to respond when they give it, you're effectively

[Nathan Barry]

like, you're worse off than if you've never.

[Brian Canlis]

Oh, like they just lit a candle. You're blowing it out before it could grow into a bonfire.

[Will Guidara]

I don't know if you remember this when I came to work at the Nomad, so I started like kind of undercover bus. Ish. I started as a as at the lowest level as a busboy.

[Nathan Barry]

Okay.

[Will Guidara]

And we didn't really tell people who I was or what I was doing yet because the place I was going to open wasn't ready yet, and I needed to understand the systems and the culture. And Will gave me this little notebook. And he's like, you're going to have, because you've run your own restaurant for 15 years, a lot of feedback that you're going to want that's going to drive you nuts or whatever. He goes, I care about everything you're going to say, but I want you to just write it on this book for 30 days and don't speak it to anyone because, A, you don't understand us yet. You understand your place and some of the things that we do that's different. You might learn why we do it differently. And then you and I are going to have a drink and we're going to sit down and we're going to go through your notebook in 30 days. And we did. And it was awesome. And sure enough, a third of the stuff I wrote down ended up crossing out because I was wrong, because their way is better. And that was different. And that's something that I've done now. I don't know if I've told you this with every new manager that came to Canlas who came with all this experience, I was like, your fresh eyes are such a gift. Here's your notebook. 30 days, write everything down, and then you're going to cross out some of it because you're going to learn that we do it differently for a reason. But some of the stuff, you're going to have great ideas. And those little notebooks have been, I love transformative in our restaurant.

[Nathan Barry]

I think there's something giving the physical notebook. It's not because what I'm doing is like, you know, put it in a Google Doc or something like that, and

[Will Guidara]

you put the date on the calendar. Like we're going to have lunch. Like you, you. You said it then. It's not this. Sometime in the future, I'll care about your feedback. No, no, no. It get matters and you follow through.

[Brian Canlis]

But I don't remember that. God, I'm good. No, but. No, but you know what it is? What's so beautiful about it is you are right. Fresh eyes is a superpower. And by the way, it's. There's perishable inventory. You only have it for so long. Once you lose it, you'll never have it again. And yet the worst thing is someone, especially when they're coming into some leadership role, right? Talking too Much before they've actually given themselves the time to absorb the.

[Nathan Barry]

At my last company, we did this, so let's implement it.

[Brian Canlis]

Yeah, and that's the worst. Like there's Simon was telling me, Simon Sinek, that I think Chanel or Cartier, I can't remember. But if you joined the team there, as an executive, you're not allowed to talk in a meeting for six months.

[Will Guidara]

That's kind of awesome.

[Brian Canlis]

A little bit. And you understand why.

[Will Guidara]

Just learn it.

[Brian Canlis]

Just stop. Can you actually learn how we do things before you try to change it? And so the Notebook is a great way of honoring those two opposing ideas and not losing the value of either.

[Nathan Barry]

So I want to go to this idea, like building an audience that's going to be long time loyal fans. Because I think we get so caught up in the world of content creation on.

[Will Guidara]

Just on the numbers.

[Nathan Barry]

How many Instagram followers do you have? Oh, 50,000. How many on your newsletter? 37,000. You know, we're trying to, trying to add a thousand or whatever, or hear people say, like, I only have 500 people on my newsletter. And I'm like, oh, so does that make you nervous every time you hit send? Like, no, it's 500 people. Well, if it was 500 people in a room, would you be nervous before you got up front of him? No, that's actually a lot. But we're so caught up in just the numbers that we. Most many creators I talked to don't think about it as the 500 or the 50,000 individuals on the other side of that. And so I'm curious as there's anything that you've done as you've gone into the, you know, the content creation and online audience world to like, personalize and humanize that and then think about, okay, these are people we want to have a relationship with for many, many years.

[Brian Canlis]

I feel like I went through that for a while about a year ago where I wanted more, just bigger numbers, because I looked at other people and I was like, well, why do they have more followers than I do? Or why do they have more subscribers?

[Nathan Barry]

Brian Hardy has a million subscribers. Why don't I have it?

[Brian Canlis]

Exactly. Seriously. And then I talked to people and there are different advisors who said, hey, this is how you grow your audience. And, and what I found is most of the things that people were telling me we needed to do to grow our audience were things that felt inauthentic to me. And I see it all the time where I'm not shaming anyone who does any of these Things. Maybe this feels authentic to you and that at the end of the day is the only thing that really matters. But there's all these little games people play, like they give you three quarters of the story. And if you want to hear more of the story, comment this below and then I'll send it to you. And the more engagement, the da da. That all just feels inauthentic to me. And we will never do anything that feels inauthentic just to get more followers. And I think what we found is in the grand scheme of things, we don't have like crazy big numbers. But our engagement is extraordinarily high because we've kept the promise to people we will always show up for you in the way that we. And we promise we're going to engage with you in these formats in the same way that I'd engage with you if you were sitting across the room from me. And I think there's little ways that you can engage people as individuals, but I think the most important rule is who are you? How would your friends describe you? And engage with your audience as that person. And don't try to trick people into following you or trick people into engagement because that might yield short term benefits. But I really do believe in the long term. It never does.

[Will Guidara]

An engaged audience always trumps a large audience. A friend of mine, his name is Scott Heminger, has a company called Seattle Ultrasonics. And he's basically turned a chef knife or a ultrasonic toothbrush, you know, that thing into a chef knife, okay. And it uses the same technology and you can just cut through anything. It's terrifying because it does the ultrasonic vibration. Anyhow, it's an amazing product. He was just on A, a YouTube channel show with 16 million views and he was like, this is the one that's gonna sell all these products. And then he was on one the next day that had like 750. And anyway, the 751 moved 4 or 5X the product because those people are so into. They're so engaged and they're so. And he was just like, ah, the numbers. It's, it's who the people are and why they care about me and why they care about something that is so much more than a giant audience a lot of the time. And so that's. We're trying to get the right people at the right time and to care about them in an authentic way where they feel cared for more than just numbers.

[Brian Canlis]

How do you feel about that? I'd love your thoughts.

[Nathan Barry]

Well, I Think of. I've spent a lot of time trying to figure this out of like, the numbers versus the attention and the intention behind that. And so I think about an audience versus a crowd. And so like on social media, you'll see, you know, hundreds of thousands or millions of followers and not really that connection because maybe you're just entertaining them. It's just a moment in time. And you'll see these small accounts with a thousand or five thousand followers where people will show up in person, they will take action to do this. And so I think a crowd is anyone. It's just. It's the numbers and an audience is the right people paying attention. And so I always try to be very diligent about that.

[Brian Canlis]

Of like, okay, I think community probably comes somewhere beyond audience. The crowd, there's an audience, then you're actually building a property.

[Nathan Barry]

The community is where they're learning from each other. And if you were, you know, your role as, as the facilitator and the connector. But if you were to step out, it would continue to.

[Brian Canlis]

But even like I would even say in a community, they don't necessarily need to be learning from one another. They just feel in community amongst the others that, like, this one person or idea that people are following just gives them a sense of belonging and an identity around that idea. They feel a connection to it all.

[Will Guidara]

We all want to belong.

[Nathan Barry]

It's all.

[Brian Canlis]

No, but that is true. Everyone wants to feel a genuine sense of belonging to something, and that's what the.

[Nathan Barry]

The whiskey barrel. What's so powerful about that is you create, you systematized a sense of belonging, right? Where people felt like, oh, I am here with people who they themselves want to improve. They just witnessed me stating an intention of what I'm going to do. I now have accountability. You know, I probably didn't go to a very fancy restaurant with random people I don't care about. I went with people who really matter to me and they got to witness that intention and we belong together. And there's just. I've had many moments in my life like that, but never in a way that someone else was able to systematize magic. And I think that's what's so, so powerful about it.

[Brian Canlis]

Another way we found to singularly celebrate and connect with people in our audience or community, which is also a system, because I really do believe in systems, is one of the most important parts of our social media strategy is something we called unreasonable hospitality out in the world. I think the more stories of unreasonable hospitality you hear, the more Inspired you are to create stories of your own. And I think it feels really cool to see a story that you have authored shared. And so, I don't know, three years ago I just went on Instagram and I said, hey, I'm inspired by stories. Every time I hear of one, I want to create more of them myself. Send me your stories and I'm going to read them here. And it's one of the tent poles of my entire social media strategy. People send in stories where they have been either on the serving or the receiving end. And I read them, celebrate the person. I read their. I literally take out a piece of paper, read it, and then talk about what lesson I learned from it.

[Will Guidara]

And now with Kit, with our welcome sequence. Yeah, we've added that in where we say, like, hey, we build this newsletter based on stories that we hear from y'.

[Nathan Barry]

All.

[Will Guidara]

Just hit reply to this email and share your stories. Which we never did that before. When we welcome people into the community and the engagement on that, people love it. Like, they want their voices heard. Like, people want to matter and they do. Like, that's how we get our content well.

[Brian Canlis]

And then in the comments it's like, all right, here we are, another edition of Unreasonable Hospitality out in the world. This one from Nathan Barry. And then you have people in the comments being like, go Nathan. Or like, da, da, da, da. And then I've literally been traveling and I'll someone be like, hey, you shared a story about my friend. And like, affirmation, celebration is a beautiful thing. And if we can use a platform to celebrate individuals who are doing great things. And when you see this is true in any culture, creating a culture of praise is important not just because it's the right thing to do to praise someone when they go above and beyond expectations, but because if we all work for a team and you get celebrated for doing something, well, now I want to do that thing too, because I want to be on the receiving end of that. I just think you can come up with so many little ways in just to celebrate great people and in doing so, perpetuate the, the very message that you're out there trying to.

[Nathan Barry]

Yeah. So I think of everything in terms of flywheels. Like, how do you have a self reinforcing loop that feeds on itself? And, and the more that it. It. Each loop that it goes through, it gets easier with every, every rotation, it produces more results and all of that. And so what you've described is, is a flywheel where you know, you're starting off by telling your own stories and showcasing the stories that you've come across. And then that's inspiring people to implement it. And you're like, soliciting like that back, which gives you more content to create and share, which gets in front of more people, which gets more stories sent in, and it also gets more attention to it. Right. Because if you highlight, you know, I'm inspired by you, I implement it, and then I send in my story, you highlight it. Well, I'm now going to share it to everyone else.

[Brian Canlis]

Yeah.

[Nathan Barry]

Because me telling my story of how we applied this is one thing. You telling my story, I'm like, I'm gonna shout that from the rooftops, you know?

[Will Guidara]

Yeah.

[Nathan Barry]

And so then that gets more people in there. And so I think a lot of people are doing this manual work to try to grow their audience and all these things. And then when you discover a flywheel like this and you're like, oh, wow, we can do the same thing over and over again. A recurring tent pole in your content, like you talked about, it becomes way easier. It reaches more people, and it builds meaningful connection.

[Brian Canlis]

But you're doing it because it's the right thing to do. Forget about content and newsletters and social media. Forget about everything. And let's just go back to the fundamental message of our work. One of the things that we spend the most time talking about is this adage in the world of economists, which is what gets measured, gets managed. That people invest their time into things where they can clearly see an roi. Like, if I do this, it's going to work in this way, and it's become this thing, and I'm going to get more followers, and this is going to be the ultimate result. And I can measure it for. Here's the thing. With hospitality, it is much harder to measure. We made a choice at some point to stop investing in things just because you can measure the impact of that investment, but to invest in things just because they're the right thing to do. Or we believe that if we do that, it is authentic to who we are and the message we're trying to share. And we think it's going to make the world a little bit of a better place. I really do believe that. And I'm not telling you not to be strategic. I think being strategic is so unbelievably important. But you can tell the people that are making decisions based on strategy and strategy alone, and those that are blending passion and strategy at the same time. And if you do something because it's true to who you are, and it's the right thing to do. Generally, over the long term, the return will be significant.

[Nathan Barry]

Yeah. I've seen you be very disciplined in so many parts of your business and measure a lot of things so that you can then do these things. Talk about the 95.5rule.

[Brian Canlis]

Yeah. The 95.5rule is how we manage all of our resources. Money, time. Which is manage it like a maniac. 95% of the time, such that the other 5% of the time, you can spend it foolishly. And what I mean when I say that is two things. One, you need to earn the right to spend that last 5% foolishly. If we look at the resource of money, you don't have the right money left over to spend foolishly if you're not disciplined in holding on to as much of it as possible. But I also say earn it because you better earn it. Because if you're not spending that last 5% Foolishly, I think you're being financially reckless.

[Will Guidara]

What do you mean by foolishly?

[Brian Canlis]

Foolishly, I mean in the.

[Will Guidara]

You don't mean like going to the casino?

[Brian Canlis]

No, yeah. All I mean. No, no. I don't mean research. I mean like doing the things that. Like if that barrel of whiskey wasn't free. Buying an entire barrel of whiskey and putting it in the basement.

[Will Guidara]

Well, no, I mean, just to the cost of. Yes. Yeah.

[Brian Canlis]

Or I understand there was expenses.

[Nathan Barry]

Yeah.

[Will Guidara]

Or the fact that we have a skeeball machine in our office.

[Brian Canlis]

Yeah.

[Will Guidara]

And how, like, joyful and fun that is. Or we're gonna go and do a special dip. Like the. The freedom to bring joy. To treat your own employees with surprises and gifts. The freedom to go on a trip with your.

[Brian Canlis]

Or at our events. I mean, we dream weave the heck out of people at our events because it's in those investments, the ones where you can't necessarily measure the return on those investments that I think the return is the greatest. Where you can actually create the kind of memories that will last. Where you can earn the loyalty that takes a long time to erode. But what I was saying before is I think it's financially reckless not to be doing some of that foolish spending because it means that you're so focused on today dollars that you're not nearly focused enough on tomorrow dollars.

[Nathan Barry]

Yeah. Okay. The last thing that I want to ask about, and this is kind of a selfish question because it's about my business, but I think it could be in a way that translates to so many people in the audience is as like, Brian, you've. You Dove in really heavily to set up the newsletter on Kit and we've worked super closely. I want to know, with your relatively fresh eyes to the platform, what are the things that you're like, oh, like what are the opportunities that you saw there? Like, oh, if Kit did this, like these were touch points that either were great though you don't need to spend time celebrating us because we want to learn, like what are the things that you're like, oh, this is an opportunity for magic to be created. Or this is a touch point that could really be elevated as we try to make the best platform that we

[Brian Canlis]

can be like really critical.

[Will Guidara]

You know, I, so I'm not a, I mean I'm a restaurant.

[Nathan Barry]

Yeah.

[Will Guidara]

But I'm not a tech guy and I feel often like the tool is so powerful. It took me a long time to realize, like I'm also a creative and I love design. I had no idea how powerful your design tool was until I had to watch several videos and then meet with one of your people and then like ask. ChatGPT was hard to learn how powerful it was coming from a non tech background.

[Nathan Barry]

Yeah.

[Will Guidara]

So I, I want, I, I, I think the product is so good, but I want it to be more accessible to people who aren't super smart like myself or more intuitive on how to use the design tools or build forms or actually forms is really, that's a pretty good tool or like sequencing or building automations or it feels like this, this very complex, very powerful machine that I want like a, a cheat guide user manual for the non techie types.

[Nathan Barry]

So what it made me think of is doing more training is a very natural thing that software companies would do. And like, oh, we need to make the interface better here and we need to do more training there. But that's not like an unreasonable hospitality approach. But what we could do is you signed up, you were kind of, we could say, oh, you know, you're a few days in and you don't have an email template yet. We designed one for you which would get you and you'd be like, what? Okay. And whether you like it or not or you want tweaks to it, you'd be like, wow, an actual person made that for me. Like, that's cool. But then ultimately you want to, you know, learn how to fish yourself. And so we're like, we designed one for you and here's a video showing how we made your template.

[Will Guidara]

Yeah, that's, that would do both. Yes. Like, what's that? What are those videos that you send Me. That are, like, personalized to me that. What's the. What are those things called?

[Nathan Barry]

It's like a loom video.

[Will Guidara]

Like a loom.

[Nathan Barry]

Yeah.

[Will Guidara]

Yeah. So, like, the looms have been an amazing service because it's one of your team members saying, here's exactly what I did and how I did it. And they're coaching and teaching me. And that's such a gift.

[Nathan Barry]

I'm just thinking about all of these things. Like, there's. There's little bits of polish to add everywhere. But I'm trying to think of what a few of these moments that you create where someone goes, like, what you're saying. Everyone hits this. Everybody needs the coat at the end of the night. Everybody needs to build their landing page. But how you turn it from a. Like, cool. I check that box into a Something much more remarkable.

[Brian Canlis]

I mean, Brian ran this whole process. And so I'm. Everything I'm about to say is only based on the conversation I just heard.

[Nathan Barry]

Yeah.

[Brian Canlis]

This is almost agnostic to Kit, but Kit falls in the bucket of companies this applies to, which is there's so many tools out there for people right now where people are overwhelmed by the opportunity in those tools. I mean, AI is the biggest thing right now where, like, people know that you can do so much and most people have no idea where to even start. And I think it makes people. This is nothing to do with Kat now. It can make people feel dumb when they're not able to fully realize the power of something that they have purchased. And so how do you open up people's eyes such that they're using all of the thing.

[Will Guidara]

Yeah. In a way that isn't shaming or in a way that is, like, celebratory

[Brian Canlis]

or fully consuming or, like, taking this risk of.

[Will Guidara]

Oh, my gosh. So you're trying to build a sequence. Like, let's do this. Yeah. Like, even the video content, I think there could be, like, they're so good, and there's so many more that I want that are, like, coaching and walking me through it.

[Nathan Barry]

Yeah. When. That's where you're getting back to the. The quote that you started with of, like, people remember how you made them feel and you might feel. Make them feel like they accomplished a task at the end of a hard day. And that's probably where most people are. But, you know, if you made them really feel like, oh, I. I made something that I'm really, really proud of or I felt and I had a

[Brian Canlis]

lot of fun along the way.

[Nathan Barry]

Yeah.

[Brian Canlis]

I don't. I've never watched one of these videos.

[Nathan Barry]

Yeah.

[Brian Canlis]

So I can't opine. Are they, like, the most fun videos ever to watch?

[Nathan Barry]

I think they're the most practical videos.

[Brian Canlis]

So they.

[Nathan Barry]

So there's a big opportunity there.

[Brian Canlis]

And by the way, they should be practical, and they should also be really fun.

[Nathan Barry]

Right.

[Brian Canlis]

Like, I just think, like, everyone should be investing more time into making work fun.

[Will Guidara]

Or, like, during the very beginning, the onboarding, you're answering all these questions. If there was a random question that said, what's your favorite candy bar? And it made no sense, and then you went to the next one. But then on, like, launch day or the day that I send out my very first newsletter, put a packet of Skittles in the mail and say, hey, well done, the kit team. And it's a cost you a buck. You know, little tiny things that make the person feel celebrated or seen that says, hey, you did something. Like, you built your first newsletter. You sent out your first.

[Brian Canlis]

Yeah. What do y' all do when someone hits a hundred thousand subscribers? Or.

[Nathan Barry]

That's a big conversation that we're trying to figure out right now actually is like, YouTube does a plaque. You know, and so we don't do anything right now. And we've been debating, like, do we do a plaque? Do we do. Is it just a.

[Brian Canlis]

Don't do a plaque.

[Nathan Barry]

Yeah, don't do a plaque.

[Brian Canlis]

No, but there's, like, something. I mean, I. I think, by the way, Skittles, like, what he just said, I love that idea. That's a really fun idea. Like, it's just the little things, like, because it's personalized.

[Will Guidara]

Yes.

[Brian Canlis]

Yeah. And it's just like, hey, dude, good job, or whatever. If you get a significant milestone, you should. The idea of asking. One of the coolest things about a magic trick when you go see a magic show is when they do something at the very beginning of the show and you completely forget about that thing, and then it comes back later in the show. If you're asking people questions when they're being onboarded and they're so overwhelmed by that process, they completely forget about that stuff.

[Nathan Barry]

You might have made them laugh attended. Like, why do you want to. Okay.

[Brian Canlis]

A year and a half later, when they hit a big milestone, then you're using that information. That's when it becomes magical.

[Nathan Barry]

Yeah.

[Brian Canlis]

Or. And by the way, like, don't wait for the crazy big moments to celebrate, because people want to feel like they're getting somewhere. And even the smallest milestones can be opportunities for celebration.

[Nathan Barry]

Yeah. That's powerful. I Love that.

[Brian Canlis]

If we keep on going, we need to start charging you, so let's stop.

[Nathan Barry]

Well, this is very.

[Will Guidara]

Five packets of Skittles.

[Brian Canlis]

Do you love Skittles?

[Will Guidara]

No.

[Nathan Barry]

Actually, what is your favorite candy?

[Will Guidara]

I think it's a Fifth Avenue.

[Nathan Barry]

There you go.

[Will Guidara]

It's nearly perfect. Or whatchamacallit.

[Brian Canlis]

Oh, yeah, yeah.

[Nathan Barry]

I can't.

[Brian Canlis]

I. I love a Snickers bar and an Hermes wallet

[Will Guidara]

delivered in a Ferrari.

[Nathan Barry]

Exactly.

[Brian Canlis]

Nothing tastes better than a stickers bar in the glove compartment of a new Ferrari.

[Nathan Barry]

Oh, that sounds good. Guys, this has been so much fun. First of all, thank you for using the platform and bringing the magic that you all do to the world. And we're proud to play a tiny part in helping you guys do that.

[Brian Canlis]

It's so fun to be here, man. Thanks for having us.

[Will Guidara]

Thank you.

[Nathan Barry]

People want to go sign up to the newsletter? Check out everything that you're doing? Where should they go?

[Will Guidara]

Just go to the website. Unreasonable hospitality.com sounds good.

[Nathan Barry]

And the field guide is out now.

[Brian Canlis]

The field guide is now out available wherever you buy books. And we're really proud of how that came out. That was. You talk about going through every detail of an idea and figuring out how to make it more awesome. We made the process of writing a workbook far more challenging than it needed to be. But we're pretty proud that we've created something that I don't feel is even. I don't think feels even a little bit like work.

[Will Guidara]

Yeah, it's fun. And there's a fun Easter egg or two in there.

[Nathan Barry]

Yeah, I like it. Well, I hope you two create more content together, because you've got a pretty magical partnership and it's fun to share with the world. So. Unreasonablehospitality.com thanks for coming on the show.

[Brian Canlis]

Thanks, Ben.

[Will Guidara]

Thanks, Nathan.

[Nathan Barry]

If you enjoyed this episode, go to YouTube and search the Nathan Barry Show. Then hit subscribe and make sure to like the video and drop a comment. I'd love to hear what some of your favorite parts of the video were. And also, just who else do you think we should have on the show? Thank you so much for listening.