This chapter chronicles how the restaurant Eleven Madison Park (EMP) built its culture of collaboration. It covers the process of giving team members responsibility and opportunity, methods for igniting passion, and the core message that the team's growth directly drives the restaurant's growth. Rather than simply assigning tasks to the most skilled person, it unfolds diverse practical examples and lessons about how everyone can collectively level up toward a shared goal.

1. A Collaboration Culture Born from Agreement and Commitment

The day after the strategy meeting, the restaurant was filled with commitment, excitement, and anticipation. The creative and passionate team resolved to work even harder, knowing they were actively participating in shaping the restaurant's direction.

"I believed collaboration meant everyone participating, every day, without exception."

Having achieved great results from just a single-day meeting, the author wanted to introduce more everyday, creative forms of collaboration — and wanted that collaboration to become the organization's core culture.

2. Learning from a Superior Rival

Inspired by Simon Sinek's The Infinite Game, the EMP team decided to find a "worthy rival" that would expose their own weaknesses.

In particular, the author and colleague Daniel's experience at New York's acclaimed restaurant Per Se in 2006 — the perfect service, the art of detail, and the meticulous attention to even the smallest details — left a strong impression.

"The blue tape holding down the tablecloth wasn't torn by hand — it was neatly cut with scissors. The thoroughness of caring about such trivial details was awe-inspiring."

However, because everything was so perfect, a merely 'decent' cup of coffee stood out even more. This experience became a catalyst for recognizing the team's own weaknesses.

3. Handing the Keys to Passion: Introducing the Ownership Program

At EMP, each person had their own area of deep interest, and the team decided to maximize that energy. This was the origin of the 'Ownership Program.'

For example, Jim Betz, who had a deep passion for coffee, was proactively appointed as the head of the coffee program.

"'Jim should be in charge of our coffee program.'"

Similarly, Kirk Kelewae took charge of beer, Sambath Seng of tea, and Leo Robitschek of cocktails — each taking ownership and growing their program in their area of passion.

In this way:

• Team members were given the opportunity to plan and execute programs with full responsibility
• Innovative changes occurred across all supplementary beverage services — beer, tea, coffee, and cocktails
• The passion of excellent program leaders spread quickly to those around them

"EMP's after-dinner coffee went from being just okay to becoming an educational, dramatic experience that delighted guests. Most importantly, we could now serve a truly excellent cup of coffee."

4. A 'Win/Win/Win' Structure Where Everyone Grows

The Ownership Program didn't just develop the person in charge:

• Each owner developed their area based on their passion and sense of responsibility
• Existing managers could focus more on their core duties (like the wine program)
• Overall restaurant service was elevated
• Both guests and staff benefited — a structure where everyone wins

"As soon as we delegated, every program rose to the highest level."

Afterward, opportunities to 'own' areas beyond beverages — tableware, glassware, linens, and many other aspects of the restaurant — were opened up. Participation was voluntary, and anyone with passion and curiosity could join regardless of expertise.

5. Fear of Failure Is the Worst Reason Not to Try

Sharing responsibility with the team initially requires more time, careful management, and tolerance for mistakes. But this investment ultimately returns as greater growth.

"'I'm not ready yet.' Even people who said that grew when given responsibility, and that experience ended up greatly benefiting the entire company."

EMP proved through experience that not trying because of the possibility of failure is actually what holds back team growth. If something doesn't work out, you can reassign ownership — what matters is making the attempt.

6. Growth Through Teaching and Expanding the Scope of Collaboration

Following advice learned from his father, the author put into practice the truth that you learn most deeply by teaching. EMP launched a 'Happy Hour' program where team members prepared and shared presentations on topics they were interested in — not just wine and cocktails, but food history, menu design, and more.

This experience:

• Created opportunities to naturally explore areas outside one's specialty
• Some staff who participated as presenters later grew into management roles

"Giving a single presentation was less intimidating than taking on an ownership program, so more people could participate in the experience."

7. Letting People Experience Real Leadership

A system was also introduced where regular staff members ran the Saturday pre-meal meeting (the team meeting just before service). This became valuable leadership training where each team member experienced firsthand how to inspire, motivate, and communicate information.

"When we let staff lead the meetings, they gained much more confidence speaking with guests and colleagues. And the aura they carried themselves with completely changed."

This naturally strengthened external communication, leadership, and presentation skills, while having a significant impact on the entire team's internal growth.

8. Making Participation Mandatory to Internalize the Culture

In some cases, collaboration participation was made mandatory. For example, when hiring new reservationists, their very first task was 'to make the reservation room a better space.'

• This small mission naturally introduced them to collaboration
• It helped them quickly adapt to an unfamiliar space and role
• Both participants and existing staff gained the satisfaction of feeling 'I can make a difference'

9. Every Idea Must Be Respected

To continuously encourage team members to share opinions and ideas, a leader who listens is essential above all else.

"When someone shares an idea for the first time, listen without fail. If you dismiss it, you'll never hear creative suggestions again."

Even unrealistic or unconventional ideas should be treated as teaching opportunities, with the emphasis on respectful feedback and dialogue.

10. True Leaders Develop More Leaders

Initially, some managers were afraid to relinquish authority, but 'true leadership means developing more leaders' became part of EMP's culture.

"When we gave the team more responsibility than we'd expected of them, they grew more responsibly. Because we all believed we were participating in a vision we'd created together, we could work harder together."

EMP's transformations and achievements proved that the best team culture comes not from the capabilities of a few managers alone, but from everyone's participation and sense of ownership.

Closing Thoughts

EMP's collaboration culture was the product of passion, trust, challenge, and the collective will to grow together. Letting each person take ownership and develop their domain may sometimes seem slow and tedious, but it ultimately proves to be the most effective way to simultaneously elevate the team's overall standards, sense of ownership, and innovation. The lesson of this chapter — "Great leaders create more leaders" — is a timeless truth applicable to any organization.