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Four Seasons: The Story of a Business Philosophy
How did a child of immigrants, starting with no background in the hotel business, create the world’s most admired and successful hotel brand? And how has Four Seasons grown so dramatically, over nearly half a century, without losing its focus on exceptional quality and unparalleled service?
Isadore Sharp answers these questions in his inspiring memoir. He started out in Toronto, the son of a modest builder from Poland, but ambition and fate rapidly took him beyond his father’s three-man construction business.
Sharp learned the hotel business by trial and error. His breakthrough was a vision for a new kind of hotel, featuring superior design, top-quality amenities, and, above all, a deep commitment to service. Today, Four Seasons is widely recognized as the world leader in comfort and luxury—in fact, it sets the standard by which every luxury hotel is measured.
Isadore Sharp answers these questions in his inspiring memoir. He started out in Toronto, the son of a modest builder from Poland, but ambition and fate rapidly took him beyond his father’s three-man construction business.
Sharp learned the hotel business by trial and error. His breakthrough was a vision for a new kind of hotel, featuring superior design, top-quality amenities, and, above all, a deep commitment to service. Today, Four Seasons is widely recognized as the world leader in comfort and luxury—in fact, it sets the standard by which every luxury hotel is measured.
321 pages, Paperback
First published March 24, 2009
232 people are currently reading
1756 people want to read
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Displaying 1 - 30 of 56 reviews
April 17, 2014
This book is not without its issues, but overall I enjoyed reading it.
Pros:
Great examples of hotel firsts, additions, and tweaks (my words) based on customer needs, even needs customers didn't know they had. A few good examples of wow moments. Interesting business considerations, especially for someone without a business background. For example, I hadn't really thought about "barrier to entry." Discussion and practical advice about how important culture is to success. I disagree with other reviewers that there wasn't much in this book. I won't list the examples here because I don't want spoilers, but I have notes that are going to help with my company's customer experience. I really enjoyed the Nevis chapter. I liked the strategy in the Prague story. Fantastic marketing examples.
Cons:
Had to look up "revPAR." The book could have been written, edited, and proofread better. Also, it’s not only a business book. I would argue that about half of it is an autobiography. It’s also a thank you note to a long list of employees. The book seemed biased toward the positive. I know that sounds strange, but I feel like I read several instances of: "I put everything on the line, but I wasn't worried at all because I believed."
My biggest disappointment is that the content could have been meatier. I think Sharp missed some opportunities to discuss the complexities of Four Seasons quality and service.
He says: "All people are equal in our eyes." I think in context he was talking about employees and managers being equal. If so, qualify the statement because I don’t believe it as is. If I called for a brunch reservation at the last minute on the busiest brunch holiday of the year, they certainly wouldn’t scramble to set up a table for me, especially when it’s going to annoy other customers. Twice he shares stories of the hotel being sold out, but they find rooms for VIPs. As a reader, explain to me why the hotel isn’t really sold out, like it’s custom industry practice to always have extra rooms available. (In one case, they found a room, but the VIP didn’t want that particular view, so they found another one.) How? I doubt they would do the same for me. As guests at Four Seasons, we’re not all equal. Status and money create a hierarchy.
Some people expect to be treated differently. One Four Seasons guest told me a particular hotel policy shouldn’t apply to him because of how much he spends at that property. Some high end customers are high maintenance and want to be treated differently. It would be interesting to know how managers choose between wow service and having to tell a customer “no.” And what do you do when a self-appointed VIP isn’t what you consider to be a VIP? How do you balance the expectations of celebs, athletes, and politicians with the expectations of just a regular guy?
More interesting to me is how you handle the conflicting needs of customers. Four Seasons works according to the golden rule, treating people how they themselves would want to be treated. Take the brunch reservation story. The staff crammed an extra table into the dining room, annoying a couple nearby. I wouldn’t want to be treated that way. Make a reservation like the rest of us, Mr. VIP. What about the Golden Rule? In the end it worked out only because of who the VIP was – it thrilled the couple, and they stopped complaining. What if it hadn’t worked out? Buy their meal? To me, those are interesting scenarios. I was at a Four Seasons on July 4th weekend (super hot day in the middle of a city), and there was an extreme shortage of chairs at the rooftop pool – only 25 for residents, guests, and anyone having a spa treatment that day. Four chairs were being saved, while other guests were having to sit on the hot, hard concrete (in conflict with the golden rule). Two hours later, one guy showed up and continued to save the other three seats. When another guest asked him about it, he said that his wife and daughter would be there soon (ended up being three more hours). Arguing ensued between the chair-saver and several groups of guests who had no chairs. What do you do? In this particular case, a Four Seasons employee (no manager was out there) let him save the chairs. One woman said she would never stay at that property again. What about a disruptive kid in the dining room? And does VIP status further complicate balancing the needs of guests? What about a pro football player who’s had too much to drink? What about a noise complaint?
I know that Sharp can’t openly criticize his customers, but he could talk about how you negotiate some of these issues in a high end hotel. It’s a business philosophy book, so maybe these issues aren’t within scope.
Pros:
Great examples of hotel firsts, additions, and tweaks (my words) based on customer needs, even needs customers didn't know they had. A few good examples of wow moments. Interesting business considerations, especially for someone without a business background. For example, I hadn't really thought about "barrier to entry." Discussion and practical advice about how important culture is to success. I disagree with other reviewers that there wasn't much in this book. I won't list the examples here because I don't want spoilers, but I have notes that are going to help with my company's customer experience. I really enjoyed the Nevis chapter. I liked the strategy in the Prague story. Fantastic marketing examples.
Cons:
Had to look up "revPAR." The book could have been written, edited, and proofread better. Also, it’s not only a business book. I would argue that about half of it is an autobiography. It’s also a thank you note to a long list of employees. The book seemed biased toward the positive. I know that sounds strange, but I feel like I read several instances of: "I put everything on the line, but I wasn't worried at all because I believed."
My biggest disappointment is that the content could have been meatier. I think Sharp missed some opportunities to discuss the complexities of Four Seasons quality and service.
He says: "All people are equal in our eyes." I think in context he was talking about employees and managers being equal. If so, qualify the statement because I don’t believe it as is. If I called for a brunch reservation at the last minute on the busiest brunch holiday of the year, they certainly wouldn’t scramble to set up a table for me, especially when it’s going to annoy other customers. Twice he shares stories of the hotel being sold out, but they find rooms for VIPs. As a reader, explain to me why the hotel isn’t really sold out, like it’s custom industry practice to always have extra rooms available. (In one case, they found a room, but the VIP didn’t want that particular view, so they found another one.) How? I doubt they would do the same for me. As guests at Four Seasons, we’re not all equal. Status and money create a hierarchy.
Some people expect to be treated differently. One Four Seasons guest told me a particular hotel policy shouldn’t apply to him because of how much he spends at that property. Some high end customers are high maintenance and want to be treated differently. It would be interesting to know how managers choose between wow service and having to tell a customer “no.” And what do you do when a self-appointed VIP isn’t what you consider to be a VIP? How do you balance the expectations of celebs, athletes, and politicians with the expectations of just a regular guy?
More interesting to me is how you handle the conflicting needs of customers. Four Seasons works according to the golden rule, treating people how they themselves would want to be treated. Take the brunch reservation story. The staff crammed an extra table into the dining room, annoying a couple nearby. I wouldn’t want to be treated that way. Make a reservation like the rest of us, Mr. VIP. What about the Golden Rule? In the end it worked out only because of who the VIP was – it thrilled the couple, and they stopped complaining. What if it hadn’t worked out? Buy their meal? To me, those are interesting scenarios. I was at a Four Seasons on July 4th weekend (super hot day in the middle of a city), and there was an extreme shortage of chairs at the rooftop pool – only 25 for residents, guests, and anyone having a spa treatment that day. Four chairs were being saved, while other guests were having to sit on the hot, hard concrete (in conflict with the golden rule). Two hours later, one guy showed up and continued to save the other three seats. When another guest asked him about it, he said that his wife and daughter would be there soon (ended up being three more hours). Arguing ensued between the chair-saver and several groups of guests who had no chairs. What do you do? In this particular case, a Four Seasons employee (no manager was out there) let him save the chairs. One woman said she would never stay at that property again. What about a disruptive kid in the dining room? And does VIP status further complicate balancing the needs of guests? What about a pro football player who’s had too much to drink? What about a noise complaint?
I know that Sharp can’t openly criticize his customers, but he could talk about how you negotiate some of these issues in a high end hotel. It’s a business philosophy book, so maybe these issues aren’t within scope.
March 3, 2024
Հոյակապ գիրք էր, հոյակապ, չէի պատկերացնի, թե ինչքան նորամուծություններ է առաջարկել Այզադոր Շարփը՝ հյուրանոցների հաստ սրբիչները, փափուկ բարձերը, բաղնիքի հեռախոսը, ֆիթնես ակումբները և բազմաթիվ այլ նորամուծություններ։ Իսկ թե ինչպես է սկսվել Four Seasons-ի պատմությունը, ապա մնացածը գրքում։
May 21, 2019
An enjoyable autobiography around an incredible entrepreneur. As with all of these books, everything is the best, he was the first at this or that, and his product was always top notch. You always wonder if it's really all true but even if it's a bit oversalted, it's amazing.
As a Torontonian, I thought his description of the city 80years ago was surprising. I also thought his family's struggles, formation, and attitude were extremely interesting. Amazing stuff. I was also wonderfully impressed at his involvement with the Terry Fox run.
His tale of forming the company, its culture, and all that were of interest but it tended to read more like a cultural touch stone for his employees than a real tell all. You can read between the lines that there was a lot more high drama deal making and tough times. I would have loved to hear more about why he took the company public, why he felt it was right to sell a stake to the Saudis (and eventually the whole company), and other such big decisions. Instead they're glossed over on our perfectly manicured trail to success.
Always interesting to read autobiographies by great people.
As a Torontonian, I thought his description of the city 80years ago was surprising. I also thought his family's struggles, formation, and attitude were extremely interesting. Amazing stuff. I was also wonderfully impressed at his involvement with the Terry Fox run.
His tale of forming the company, its culture, and all that were of interest but it tended to read more like a cultural touch stone for his employees than a real tell all. You can read between the lines that there was a lot more high drama deal making and tough times. I would have loved to hear more about why he took the company public, why he felt it was right to sell a stake to the Saudis (and eventually the whole company), and other such big decisions. Instead they're glossed over on our perfectly manicured trail to success.
Always interesting to read autobiographies by great people.
July 26, 2013
This book was just as good as the hotels it represents. for those in the hospitality industry this is the bible. i found the information in these pages to apply to my everyday life in both professional and personal relationships. i plan to use this guide to make my business the best. thank you Isadore
March 12, 2017
A brilliant and a very inspiring story! Issy (as he is fondly called) a child of immigrants made it big in a business completely incongruous to his upbringing. Today 'Four Seasons' is considered to be the epitome of relaxed elegance and understated luxury. A must read for every hotelier!
June 24, 2015
Great read for insight on creating a lasting brand.
March 6, 2019
Overall, Four Seasons is an interesting book about a great hospitality business told by the founder of the business.
It shares a lot of what makes Four Seasons great and what truly separate Four Seasons from others:
service, quality and culture. The hotel business was one of the first to have a laser focus on customers. And in order for employees to go the extra miles to please customers, the business has to the employees well. While it is easy to say (or do for one property), it is extremely hard to deliver consistently across all the properties. Thus, the culture is probably the biggest difference between this hotel busienss and others. The culture of trust, meritocracy, delegation of responsibility and authority, treating people/employees well and with respects. The book has a chapter callled "Our True Competitive Advantage" which Sharp stated two: [1] a portfolio of quality hotels; and [2] people, people, people. I believe it's not that difficult to acquire a portfolio of quality hotel, but it would be extremely difficult to build a culture. Sharp also said "enforcing this credo" is "probably the hardest thing I ever did". The book also shares a lot of business lessons along the way such as crisis management.
I like the first half of the book which was about the background, about how he started the business, and how the business grew from a humble beginning. It's also enlightening to learn that Four Seasons has done a number of firsts (first gym on premise) which were quickly copied by competitors.
The second half is more about the different stories of various people in various circumstances. It's probably both to reinforce the culture-as-a-competitive-advantage idea as well as to show gratitude to various key employees. Thus, the book feels slightly dis-jointed towards the end and doesn't flow.
It's a pity that the business has been taken private by Bill Gates (through Cascade Investment) and Prince Al-Waleed bin Talal (Saudi Arabia) since 2008. It would have been interesting to follow the company.
It shares a lot of what makes Four Seasons great and what truly separate Four Seasons from others:
service, quality and culture. The hotel business was one of the first to have a laser focus on customers. And in order for employees to go the extra miles to please customers, the business has to the employees well. While it is easy to say (or do for one property), it is extremely hard to deliver consistently across all the properties. Thus, the culture is probably the biggest difference between this hotel busienss and others. The culture of trust, meritocracy, delegation of responsibility and authority, treating people/employees well and with respects. The book has a chapter callled "Our True Competitive Advantage" which Sharp stated two: [1] a portfolio of quality hotels; and [2] people, people, people. I believe it's not that difficult to acquire a portfolio of quality hotel, but it would be extremely difficult to build a culture. Sharp also said "enforcing this credo" is "probably the hardest thing I ever did". The book also shares a lot of business lessons along the way such as crisis management.
I like the first half of the book which was about the background, about how he started the business, and how the business grew from a humble beginning. It's also enlightening to learn that Four Seasons has done a number of firsts (first gym on premise) which were quickly copied by competitors.
The second half is more about the different stories of various people in various circumstances. It's probably both to reinforce the culture-as-a-competitive-advantage idea as well as to show gratitude to various key employees. Thus, the book feels slightly dis-jointed towards the end and doesn't flow.
It's a pity that the business has been taken private by Bill Gates (through Cascade Investment) and Prince Al-Waleed bin Talal (Saudi Arabia) since 2008. It would have been interesting to follow the company.
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February 1, 2018Amazing and inspiring story .
June 1, 2023
Не люблю слово «вдохновляющий», но именно так хочется описать эту книгу. Я уверен, что чужой успех в бизнесе нельзя повторить. И иногда кажется бессмысленным читать все эти «истории успеха» из прошлого. Но в этой автобиографии основателя Four Seasons я реально нашел для себя много инсайтов про то, как построить большую компанию на четком видении будущего и понимании своих клиентов. В 2021 году Four Seasons оценивалась уже в $10 млрд.
О ЧЕМ КНИГА:
Автобиография канадского предпринимателя Исадора Шарпа, который в 60-х основал самую большую и успешную сеть люксовых отелей Four Seasons. Автор рассказывает свой путь, от открытия первого отеля в 1961 году до 2008 года, когда в сети уже было 82 отеля. В книге много деталей про гостиничный девелопмент и тонкостей обслуживания гостей. Книга точно будет полезна всем у кого бизнес в сфере клиентского сервиса.
ГЛАВНАЯ МЫСЛЬ КНИГИ:
Каждая компания мечтает построить «конкурентный ров» - барьер для входа конкурентов. Four Seasons это яркий пример построения такого рва. Он состоит из двух частей, которые практически невозможно воспроизвести одновременно: лучшие локации отелей в главных городах мира и система обслуживания клиентов, которую поддерживают правильные сотрудники.
ЗАЧЕМ ЧИТАТЬ ЭТУ КНИГУ?
Чтобы изучить подходы для построения масштабного бизнеса в сфере гостеприимства и увидеть эволюцию гостиничной отрасли с 60-х до нашего времени.
МЫСЛИ И ВЫВОДЫ ИЗ КНИГИ:
- Клиент определяет "качество сервиса" в категориях ценности, которую дает ему эта услуга. Он сам определяет, что такое "качество" и что для него ценно больше всего. Каждая компания должна хорошо знать эти параметры.
- Качественный далеко не всегда значит роскошный. Качественный значит всегда отвечающий ожиданиям клиентов.
- Американский рынок самый большой в мире и восприиимчив к новым идеям и продуктам, но с другой стороны он беспощаден к тем, кто проиграл конкурентную борьбу.
- Нанимай в сервисный бизнес линейный персонал на основе их характера и отношения, а не на основе компетенций и опыта.
- Клиентский сервис высочайшего уровня и отбор в компанию правильных людей, на основе ценностей компании, могут стать главным и неповторимым конкурентным преимуществом.
ЧТО Я БУДУ ПРИМЕНЯТЬ:
Ценности компании - это не просто слова в рамочке на стене в офисе. Руководитель компании должен транслировать их своим сотрудникам и подкреплять их своим поведением каждый день. Буду продолжать это делать в своих компаниях.
ЕЩЕ НА ЭТУ ТЕМУ:
Говард Шульц «Как чашка за чашкой строилась Starbucks»
О ЧЕМ КНИГА:
Автобиография канадского предпринимателя Исадора Шарпа, который в 60-х основал самую большую и успешную сеть люксовых отелей Four Seasons. Автор рассказывает свой путь, от открытия первого отеля в 1961 году до 2008 года, когда в сети уже было 82 отеля. В книге много деталей про гостиничный девелопмент и тонкостей обслуживания гостей. Книга точно будет полезна всем у кого бизнес в сфере клиентского сервиса.
ГЛАВНАЯ МЫСЛЬ КНИГИ:
Каждая компания мечтает построить «конкурентный ров» - барьер для входа конкурентов. Four Seasons это яркий пример построения такого рва. Он состоит из двух частей, которые практически невозможно воспроизвести одновременно: лучшие локации отелей в главных городах мира и система обслуживания клиентов, которую поддерживают правильные сотрудники.
ЗАЧЕМ ЧИТАТЬ ЭТУ КНИГУ?
Чтобы изучить подходы для построения масштабного бизнеса в сфере гостеприимства и увидеть эволюцию гостиничной отрасли с 60-х до нашего времени.
МЫСЛИ И ВЫВОДЫ ИЗ КНИГИ:
- Клиент определяет "качество сервиса" в категориях ценности, которую дает ему эта услуга. Он сам определяет, что такое "качество" и что для него ценно больше всего. Каждая компания должна хорошо знать эти параметры.
- Качественный далеко не всегда значит роскошный. Качественный значит всегда отвечающий ожиданиям клиентов.
- Американский рынок самый большой в мире и восприиимчив к новым идеям и продуктам, но с другой стороны он беспощаден к тем, кто проиграл конкурентную борьбу.
- Нанимай в сервисный бизнес линейный персонал на основе их характера и отношения, а не на основе компетенций и опыта.
- Клиентский сервис высочайшего уровня и отбор в компанию правильных людей, на основе ценностей компании, могут стать главным и неповторимым конкурентным преимуществом.
ЧТО Я БУДУ ПРИМЕНЯТЬ:
Ценности компании - это не просто слова в рамочке на стене в офисе. Руководитель компании должен транслировать их своим сотрудникам и подкреплять их своим поведением каждый день. Буду продолжать это делать в своих компаниях.
ЕЩЕ НА ЭТУ ТЕМУ:
Говард Шульц «Как чашка за чашкой строилась Starbucks»
November 20, 2020
Absolutely must read if you're a hotelier. I must admit I picked it up with just a teeny scepticalism: in this era of personal branding, is this just another ceo bragging about his success and is this just compulsory ready for Four Season employees? I didn't expect it to resonate so much with me.
Isadore Sharp is a visionary. He has very firm personal ethics and it's reflected in the way he does business. The way he defines luxury hospitality is very illuminating. I work on cruise ships, and I would say that most cruise lines don't practise service from the heart. They might pay lip service, but when your brand culture is so strong that every employee in every department takes pride in their job, does the right thing because they would not be able to live with themselves otherwise - that's true hospitality.
It's interesting how frank he is about his humble background. There's no bragging or self grandiose. It's just matter of fact, it is what it is, let's move on. He's also candid about his failed business moves. Although he doesn't see it that way. It's all a process for a man who is constantly on the move and looking for opportunity in times of crisis or good times. He inspires me to be consistent and firm in my personal beliefs as well.
Extraordinary good read, absolutely recommend.
Isadore Sharp is a visionary. He has very firm personal ethics and it's reflected in the way he does business. The way he defines luxury hospitality is very illuminating. I work on cruise ships, and I would say that most cruise lines don't practise service from the heart. They might pay lip service, but when your brand culture is so strong that every employee in every department takes pride in their job, does the right thing because they would not be able to live with themselves otherwise - that's true hospitality.
It's interesting how frank he is about his humble background. There's no bragging or self grandiose. It's just matter of fact, it is what it is, let's move on. He's also candid about his failed business moves. Although he doesn't see it that way. It's all a process for a man who is constantly on the move and looking for opportunity in times of crisis or good times. He inspires me to be consistent and firm in my personal beliefs as well.
Extraordinary good read, absolutely recommend.
March 31, 2025
FINALLY!!! I don’t recall starting this book in 2023 but DANG lol.
Honestly, i had to put it down due to some life events that happened in the book. I came back though and I don’t know why or when I got the bright idea to want to travel and stay in all the Four Seasons in the World… but I’m okay with that goal still lol. I’m claiming 2025 as my first stay cause listen, Luxe is my middle name!! I’ve had Sunday Tea there twice and both times were PHENOMENAL!!! I’m glad my current and future home has a FS.
Okay. The book. WOW, what a brain and a knack for steadfast and evolving excellence!!! This is a company that I would love to be a part of, truly!! You can’t make stuff like this up you simply have to experience it. This book will be one that I revisit time and time again as a businesswoman that strives for excellence!! And in case you guys didn’t know, most of the amenities that your fav hotel has now got the idea from Issy— like shampoo!!! Top tier ✨🙌🏽💚
Honestly, i had to put it down due to some life events that happened in the book. I came back though and I don’t know why or when I got the bright idea to want to travel and stay in all the Four Seasons in the World… but I’m okay with that goal still lol. I’m claiming 2025 as my first stay cause listen, Luxe is my middle name!! I’ve had Sunday Tea there twice and both times were PHENOMENAL!!! I’m glad my current and future home has a FS.
Okay. The book. WOW, what a brain and a knack for steadfast and evolving excellence!!! This is a company that I would love to be a part of, truly!! You can’t make stuff like this up you simply have to experience it. This book will be one that I revisit time and time again as a businesswoman that strives for excellence!! And in case you guys didn’t know, most of the amenities that your fav hotel has now got the idea from Issy— like shampoo!!! Top tier ✨🙌🏽💚
March 16, 2022
It was an interesting read, and I enjoyed how he laid out the history of Four Seasons from the very first days till 2009. I haven’t got the chance to visit nor stay at any Four Seasons Hotel, but many of my travelers have and they all loved it. Issy Sharp is such a respectful and visionary hotelier. Wish there was an update covering the Covid-19 and the hotel in Vietnam. There is a Four Seasons Hoan Kiem Lake Hanoi, where i live, is being completed, can’t wait to see it!
June 9, 2024
Very inspiring and sweet homage to his staff, family and the Four Seasons company itself. Having met Mr. Sharp, it's nice to be able to read his words and know that he means them. He has truly built a company that feels like home and it is obvious how much the Golden Rule influences the culture, from everyone from Presidents to cleaning staff. It is a wonderful read, not typical of a business book for me.
August 9, 2021
I love Four Seasons hotels so I was very excited to read this book.
I have to say that I have enjoyed a lot this business biography, it’s really inspiring. You learn a lot about leading customer service and exceeding expectations.
Knowing about the history of this company makes me admire it even more.
I have to say that I have enjoyed a lot this business biography, it’s really inspiring. You learn a lot about leading customer service and exceeding expectations.
Knowing about the history of this company makes me admire it even more.
February 5, 2022
Required read for any CEO
In a such global saturated market we live in, regardless of sector, service excellence is and will continue to be a unique selling proposition difficult to copy, hence it needs to be intentional and nurture, this book and Issy's example is a great testament to that and a reference for many of us leaders
In a such global saturated market we live in, regardless of sector, service excellence is and will continue to be a unique selling proposition difficult to copy, hence it needs to be intentional and nurture, this book and Issy's example is a great testament to that and a reference for many of us leaders
May 31, 2023
This started off strong with a pretty good beginning. I loved the biography aspect of it and seeing how he started from nothing. I found it really interesting and personable. But then at about halfway, it started to loose me. It became this like list of achievements and people he knew and lost that story telling aspect.
September 19, 2024
Amazing entrepreneur. It's clearly he's very proud of the work he's done (with his team), and he isn't afraid to tell all / boast about it.
These human centric businesses don't magically run themselves, and his vision / company culture / operational excellence got Four Seasons to the empire it is today.
These human centric businesses don't magically run themselves, and his vision / company culture / operational excellence got Four Seasons to the empire it is today.
March 13, 2025
“And what we really want to do is usually what we do best”
“We will no longer be all things to all people. We will specialize.”
“We can’t make judgements and decisions in isolation; we always have to judge their effect on others”
“An old Japanese proverb put our managers’ role in a nutshell: ‘If they work for you, you work for them.’”
“We will no longer be all things to all people. We will specialize.”
“We can’t make judgements and decisions in isolation; we always have to judge their effect on others”
“An old Japanese proverb put our managers’ role in a nutshell: ‘If they work for you, you work for them.’”
September 6, 2025
A very enjoyable memoir about the history of Four Seasons written by its founder. He comes across as a genuinely nice and passionate guy, with a clear vision of what great hospitality should be from the very beginning, which he stuck to no matter what. His clear thinking and down-to-earth storytelling make his achievements sound simpler than they must have been.
August 13, 2018
Brilliant and inspiring! This has became like a bible to me. Not just for those in the hospitality industry but also for the ones who need some inspiration and ideas on how to build an empire! I read it twice and I love it!
February 11, 2020
I enjoyed reading this biography about the founder of Four Seasons. It was some 7 years ago, so I don't recall the details, but it was relevant for deepening my knowledge of how hotelier-entrepreneurs think.
July 10, 2021
How hard can it be to develop a superior culture? To offer superior customer service? Not such a big deal? Wrong. This story shows that it is an incredibly complex process that takes years to create and sustain. And even then it requires an exceptional manager to see it through. Outstanding book.
June 4, 2025
Learning about the history of Four Seasons and what made it successful was interesting, however the book was too much of an autobiography to be a good business book and too much of a business book to be a good autobiography.
December 25, 2025
I liked the book but found it a bit “fake” in the sense of it felt more like an advertisement than a true biography. Still has lots of important lessons about the service business and creating a unique culture. Definitely an important book about building a brand.
March 11, 2017
Great read; incredible story and incredible man to have created all that he has!
September 5, 2018
Good story until around 2/3's of the book, from then it becomes repetitive.
March 31, 2019
Having reported on the hospitality industry for six years now, this book was a super interesting read on the beginnings and growth of Four Seasons. Great anecdotes and practical lessons as well.
January 16, 2021
Amazing story. Especially valuable for those of us working in services sectors and for strategy builders in hospitality industry.
March 9, 2022
Filled with insights into the thought process behind the creation of the Four Seasons brand.
Now to save enough $$ to actually visit a location.
Now to save enough $$ to actually visit a location.
October 31, 2022
An amazing book which anybody in interests in the customer service area has to read.
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