What Does a Three-Star Michelin Restaurant and a Law Firm Have in Common?

I still remember the hush that fell over me the night I took my wife to Eleven Madison Park in 2019. At the time, the restaurant had just been anointed the best in the world—a three-star Michelin marvel with a reputation for flawless execution. Yet, what impressed me most wasn’t the perfection on the plate (though that was undeniable). It was the palpable sense of ownership every staff member seemed to have. From the maître d’ who greeted us at the door to the sommelier who guided us through the wine list, each person carried themselves as if our enjoyment were their personal mission.

That ethos is at the heart of Will Guidara’s book, Unreasonable Hospitality, a testament to the power of making people feel genuinely cared for. But the philosophy Guidara outlines isn’t limited to the realm of fine dining. One concept in particular—one that I believe any organization can implement immediately to great effect—is “Let Them Lead.” It offers a framework for transforming a workplace by entrusting team members with real responsibility. Rather than micromanaging or hoarding authority, Guidara encourages leaders to empower their teams to step up and learn by doing.

Recently, I found myself discussing this principle with a partner at a prestigious law firm. We noted how junior associates often spend years drafting documents and conducting research behind the scenes—only to be thrust into client-facing roles once they reach a certain level. The leap from quiet back-office work to delivering a polished client presentation can feel daunting, and it’s no wonder many associates struggle to find their footing.

Imagine if, early on, these junior lawyers were given the reins to run a monthly briefing or client update. They would learn to manage an agenda, speak confidently before a roomful of colleagues, and field tough questions on the spot. This experience wouldn’t just prepare them for the day they finally stand in front of a major client—it would also instill a deeper sense of engagement and ownership. As Guidara notes, when you trust people with meaningful work, they become active participants in the organization’s success, rather than passive observers waiting for their turn.

Of course, empowering others to lead can feel risky. It requires a willingness to let go of the illusion that tight control equates to high standards. But in many ways, loosening the reins can actually elevate the quality of the work. The partner I spoke with recognized that by giving junior associates the freedom to shape the direction of a meeting—or even just part of it—he could discover hidden talents, fresh perspectives, and new strategies for solving persistent problems.

Reflecting on my night at Eleven Madison Park, I realize that what made the experience so memorable wasn’t just a meticulously plated dish. It was the sense that everyone on staff had been given the freedom—and the responsibility—to craft an extraordinary moment for each guest. Their confidence and enthusiasm were palpable, and it left an indelible mark on us as diners. That same principle can leave an equally powerful mark in conference rooms, courtrooms, or any other professional setting where human connection and trust matter.

So here’s my invitation: look for ways to let your team lead. Start small—perhaps by having a junior colleague spearhead a brief presentation or oversee a single aspect of a project. Step back, watch them navigate the unexpected, and see how their confidence and capability expand. Yes, they’ll make mistakes. But as Guidara shows us, genuine hospitality—and genuine leadership—isn’t about being flawless. It’s about giving people the chance to rise to the occasion and discover their own potential.

If you’re interested in learning more, I highly recommend Unreasonable Hospitality. Its insights extend well beyond the restaurant industry, challenging leaders to reimagine how they empower their teams to grow, adapt, and excel. In the end, “Let Them Lead” is about more than just delegating tasks—it’s about inspiring the best in people, whether they’re plating a Michelin-star meal or crafting a winning legal argument.

Roman Zakovsky is an Executive Coach & Consultant whose clients include A&O Shearman, Baker McKenzie, BBH, advokátní kancelář, PRK Partners, attorneys at law, HAVEL & PARTNERS, SOTIO Biotech and Deloitte. He is an expert on leadership, relationship building, and business development.