Much of the work I do with hotel groups includes engagement with their operational leaders and individual contributors. Recently, while speaking at a client's leadership retreat, I told a story about a brunch experience I had at a hotel's rooftop restaurant earlier in the week. The basic gist was that I requested a brunch item from the hotel's first floor restaurant as the rooftop menu didn't have any breakfast items (yet, advertised a rooftop "brunch"). A hostess had to ask a server who had to ask a manager to come speak to me to apologize and say they couldn't accommodate my request. I asked if there were any other options, and was given another apology. The outlets are both operated by the hotel, and serviced by the same elevators. For them, it probably wasn't the first time they'd received this request, but nobody had found a way to say "yes" - policies, systems, managers and chefs can all get in the way of making a simple request happen. When I was re-telling this story, I concluded that "all they needed to do was put some eggs on an elevator". I now think of examples like these a lot to help illustrate how we make it harder for everybody involved to make simple moments happen for a guest. Once you can recognize how your operation is hitting these blocks, you can begin to brainstorm ways to say "yes" and make somebody's experience great.