...: Should and shouldn't - redefined by leadership

I was just reading this story - in the newsletter of businessmodeldesign - about a business model which successfully challenged the norms about what should and shouldn't be done in business:

"Chef Ferran Adrià started a restaurant called elBulli.
Customers have to embark on a two hour long journey from Barcelona to the restaurant on a narrow, twisting mountain road.
To make a reservation, one enters into a mysterious reservations system - more like a lottery system.
If you are lucky to win one of the 8 000 available bookings a year, you are given a date and time to show up.
He serves only fifty customers each evening for the six months of the year his restaurant is open.
This is everything other than convenient for customers, violating every common sense marketing rule, such as good location, or listening to the customer. What he did is even the opposite of the new "design thinking" mantra of observing customers and then designing services according to the gained insights - and yet...
His results are most impressive:
His restaurant is world-famous

Each year, some 2 million hopeful diners are dying to be one of the lucky few.
Ferran Adrià’s magic and success ultimately lies in creating a unique, innovative, once-in-a-lifetime customer experience.
To pull this off, took leadership! - one of the most under-discussed ingredients of innovation. Other great examples of innovation through leadership include people like Steve Jobs at Apple or Elmar Mock at Swatch in the 80’s."

I am sure that a deeper analysis of their thought process will reveal even more unusual brain waves.

My personal belief about advising others about business ventures or personal issues is never to tell them what they should or shouldn't do, and includes limiting my input to increasing options and assisting with motivation and enthusiasm.

When we learn about what should and shouldn't be done, it doesn't always mean we should or shouldn't do it ;-)