Why “Good Enough” Will Never Be Memorable
In Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect, Will Guidara reflects on what it took to elevate Eleven Madison Park to the highest level of global recognition. His conclusion is both provocative and instructive: excellence—the disciplined pursuit of doing things correctly—was necessary, but not sufficient. What ultimately set the organization apart was a commitment to something more ambitious: a form of hospitality so thoughtful, personalized, and unexpected that it could only be described as “unreasonable.” This concept challenges conventional definitions of professionalism, particularly in fields like research administration, where success is often measured by precision, compliance, and consistency.
Within academic environments, “good enough” is often equated with success. Proposals are submitted on time, budgets are accurate, policies are followed, and processes are completed without error. These outcomes are essential and should not be minimized. However, they are also widely expected across institutions, which means they rarely differentiate one program, office, or individual from another. When every organization is competent, competence itself ceases to be memorable. As a result, many interactions within research administration—while effective—become indistinguishable. They fulfill a function, but they do not leave an impression.
Guidara’s concept of “unreasonable hospitality” invites a reframing of this dynamic. Rather than asking whether a task was completed correctly, it encourages us to ask whether the experience was meaningful, memorable, or unexpectedly supportive. In research administration, this might involve recognizing that a first-time grant submission carries a different emotional weight than a routine renewal, or that a trainee navigating institutional systems for the first time requires not just information, but reassurance and clarity. The shift is subtle but significant: from delivering answers to designing experiences. It is this shift that transforms standard interactions into moments that build trust, confidence, and long-term engagement.
Importantly, being “unreasonable” does not imply inefficiency, excess, or unsustainable effort. Rather, it reflects a strategic willingness to exceed expectations in ways that are thoughtful and targeted. In practice, this may look like anticipating needs before they are expressed, simplifying complex processes beyond what is strictly required, or creating small but meaningful moments of support that reduce friction in high-stakes situations. These actions often require only marginal additional effort, yet they yield disproportionate impact on how individuals experience the work. In this sense, “unreasonable” becomes not a rejection of discipline, but an extension of it—applied to the human experience rather than solely to the task.
For research administrators, this perspective has important implications for both individual practice and organizational culture. If excellence is the baseline, then differentiation must come from intentionality. Programs that consistently create clear, supportive, and human-centered experiences will not only meet expectations, but redefine them. Over time, this approach shifts the perception of research administration from a procedural function to a trusted partnership—one that actively contributes to the success and well-being of faculty, scholars, and trainees.
Ultimately, the question is not whether we are doing our jobs well, but whether we are doing them in a way that people will remember. “Good enough” ensures that work gets completed. “Unreasonable” ensures that it matters. In environments defined by complexity and competition, that distinction is what transforms competence into impact.
Action Items for Research Administrators
- Identify one process where you consistently meet expectations—and ask how you could exceed them.
- Choose one stakeholder group (e.g., early-career faculty, first-time trainees) and tailor your communication to their specific experience level.
- Add one anticipatory element to your workflow (e.g., include next steps, common pitfalls, or a brief reassurance in your responses).
- Look for one small “above and beyond” moment each week that would meaningfully reduce stress for someone you support.
- Reflect on your own standard of excellence: Are you aiming to be correct, or to be memorable?
Excellence is expected. Differentiation is chosen.
