Chapter 3 suggests that much experience—including school, work, customer service, and friendships—can be reduced to “mostly forgettable” routine activities unless people create specific points of elevation. To make their point, the writers provide an example of how Hillsdale High School’s “Trial of Human Nature” (39), an annual mock trial held in a real courtroom, provides an opportunity for students to develop evidence-based roles as witnesses—from Gandhi to Darth Vader—and ultimately vote on a verdict at the end of the day.

The teachers who developed the Trial, Greg Jouriles and Susan Bedford, based their project on a simple yet important observation; that the longest-lasting memories of students are usually formed through non-academic experiences (i.e., prom, sports, etc.). In response to this, the writers redesigned learning so that it would be experienced as an event, raising the bar, adding an audience, and providing opportunities for students to present themselves under conditions of authentic risk. The success of the Trial illustrates a larger lesson: students’ motivation and retention of material increases when they have the opportunity to publicly demonstrate their mastery of content rather than completing private assignments.

The model of peak-building then extends beyond the high school setting into other areas, such as businesses and service environments. Here, “mostly forgettable” can be a positive outcome because customers will most easily remember the “pits” (the mistakes, delays, and hassle) of their experience. The authors suggest that business leaders should first address significant “pits” by meeting basic reliability expectations, and then “play offense” and focus on developing exceptional experiences that customers will want to share. They provide data using Forrester customer experience modeling that companies frequently over-invest in reducing negative experiences for unhappy customers, whereas increasing the loyalty of neutral or satisfied customers can provide greater long-term value.

Chapter 3 provides a practical “elevation” recipe to build peaks in all contexts. First, leaders can increase the sensory appeal of a moment (to make the experience unique and distinctive). Second, leaders can increase the stakes (e.g., add deadlines, audiences, performance requirements, or public commitments). Third, they can positively deviate from normal expectations to create an elevated experience.

The chapter presents a useful diagnostic tool to determine if a leader has successfully created an experience worthy of sharing: do people naturally take photos? If so, the moment likely feels worthy of preservation. The chapter notes that “reasonableness” can subtly undermine the development of peak experiences. Specifically, unclear ownership, logistical obstacles, and conflicting priorities frequently prevent good ideas from being scaled.

One example is cancer patient Eugene O’Kelly, who created a “Perfect Moments” plan after his terminal cancer diagnosis. This is presented as a final example of peak-building in personal life. Through his design of meaningful, sensory-rich goodbyes, O’Kelly illustrates the authors’ fundamental reframing: rather than maximizing every single moment, maximize a limited number of moments. The chapter acknowledges that building peaks requires time, coordination, and emotional investment, but when aligned with purpose (i.e., learning, belonging, care), these investments can be worthwhile, rather than simply attempting to create newness for the sake of newness.

Chapter Lessons

• Select a small number of high-leverage moments and invest in making them memorable.
• Fill major “pits” first, then shift resources toward creating positive peaks that people will memorialize and retell.
• Elevate key moments by boosting sensory appeal, raising stakes, and breaking the script.
• Assign ownership for peak-building so good ideas don’t die from “reasonableness,” hassle, or diffusion of responsibility.

Reflection Questions

• Where in your work, school, or family life does the experience feel like “nonstop practice” with no “game”?
• What one peak could you build in the next month by making a moment more sensory, higher-stakes, or more surprising?What common “pit” could you fill so you have more room to pursue goals?