Howard Schultz Quotes

Dream more than others think practical. Expect more than others think possible. Care more than others think wise.

Mass advertising can help build brands, but authenticity is what makes them last. If people believe they share values with a company, they will stay loyal to the brand.

In this ever-changing society, the most powerful and enduring brands are built from the heart. They are real and sustainable. Their foundations are stronger because they are built with the strength of the human spirit, not an ad campaign. The companies that are lasting are those that are authentic.

In times of adversity and change, we really discover who we are and what we're made of.

Grow with discipline. Balance intuition with rigor. Innovate around the core. Don't embrace the status quo. Find new ways to see. Never expect a silver bullet. Get your hands dirty. Listen with empathy and overcommunicate with transparency. Tell your story, refusing to let others define you. Use authentic experiences to inspire. Stick to your values, they are your foundation. Hold people accountable, but give them the tools to succeed. Make the tough choices; it's how you execute that counts. Be decisive in times of crisis. Be nimble. Find truth in trials and lessons in mistakes. Be responsible for what you see, hear, and do. Believe.

Authentic brands don't emerge from marketing cubicles or advertising agencies. They emanate from everything the company does...

If you examine a butterfly according to the laws of aerodynamics, it shouldn't be able to fly. But the butterfly doesn't know that, so it flies

One of the fundamental aspects of leadership, I realized more and more, is the ability to instill confidence in others when you yourself are feeling insecure

People want guidance, not rhetoric. They need to know what the plan of action is, and how it will be implemented. They want to be given responsibility to help solve the problem and authority to act on it.

My passion. My commitment. This is the most important thing in my life other than my family.

There are moments in our lives when we summon the courage to make choices that go against reason, against common sense and the wise counsel of people we trust. But we lean forward nonetheless because, despite all risks and rational argument, we believe that the path we are choosing is the right and best thing to do. We refuse to be bystanders, even if we do not know exactly where our actions will lead. This is the kind of passionate conviction that sparks romances, wins battles, and drives people to pursue dreams others wouldn’t dare. Belief in ourselves and in what is right catapults us over hurdles, and our lives unfold. “Life is a sum of all your choices,” wrote Albert Camus. Large or small, our actions forge our futures and hopefully inspire others along the way.

Remember: You'll be left with an empty feeling if you hit the finish line alone. When you run a race as a team, though, you'll discover that much of the reward comes from hitting the tape together. You want to be surrounded not just by cheering onlookers but by a crowd of winners, celebrating as one.

Whatever you can do, or dream you can, . . . begin it. Boldness has genius, power and magic in it. —GOETHE

To stay vigorous, a company needs to provide a stimulating and challenging environment for all these types: the dreamer, the entrepreneur, the professional manager, and the leader. If it doesn't, it risks becoming yet another mediocre corporation.

There's a metaphor Vincent Eades likes to use: "If you examine a butterfly according to the laws of aerodynamics, it shouldn't be able to fly. But the butterfly doesn't know that, so it flies.

For all the promise of digital media to bring people together, I still believe that the most sincere, lasting powers of human connection come from looking directly into someone else's eyes, with no screen in between.

To be an enduring, great company, you have to build a mechanism for preventing or solving problems that will long outlast any one individual leader.

Dream more than others think practical. Expect more than others think possible.

Work should be personal. For all of us. Not just for the artist and entrepreneur. Work should have meaning for the accountant, the construction worker, the technologist, the manager and the clerk.

There are moments in our lives when we summon the courage to make choices that go against reason, against common sense and the wise counsel of people we trust.

Early on I realized that I had to hire people smarter and ore qualified than I was in a number of different fields, and I had to let go of a lot of decision-making. I can't tell you how hard that is. But if you've imprinted your values on the people around you, you can dare to trust them to make the right moves.

There are moments in our lives when we summon the courage to make choices that go against reason, against common sense and the wise counsel of people we trust. But we lean forward nonetheless because, despite all risks and rational argument, we believe that the path we are choosing is right and best thing to do. We refuse to be bystanders, even if we do not know exactly where our actions will lead.

Every step of the way, I made it a point to underpromise and overdeliver. In the long run, that's the only way to ensure security in any job.

Life is a sum of all your choices,” wrote Albert Camus. Large or small, our actions forge our futures, hopefully inspiring others along the way.

When you’re in a hole, quit digging!

But the reasons against going to New Orleans--that spicy southern city known for jazz and Mardi Gras and hospitality--were the very reasons we had to go.

When we love something, emotion often drives our actions. This is the gift and the challenge entrepreneurs face every day. The companies we dream of and build from scratch are part of us and intensely personal. They are our families. Our lives. But the entrepreneurial journey is not for everyone. Yes, the highs are high and the rewards can be thrilling. But the lows can break your heart. Entrepreneurs must love what they do to such a degree that doing it is worth sacrifice and, at times, pain. But doing anything else, we think, would be unimaginable

After the storm, many citizens left New Orleans to live elsewhere, but those who stayed were determined to rebuild. They loved their city.

when we love something, emotion often drives our actions.

For more than three decades, coffee has captured my imagination because it is a beverage about individuals as well as community. A Rwandan farmer. Eighty roast masters at six Starbucks plants on two continents. Thousands of baristas in 54 countries. Like a symphony, coffee's power rests in the hands of a few individuals who orchestrate its appeal. So much can go wrong during the journey from soil to cup that when everything goes right, it is nothing short of brilliant! After all, coffee doesn't lie. It can't. Every sip is proof of the artistry -- technical as well as human -- that went into its creation.

When you give up,' said a slim older man whose home we rebuilt, 'you might as well lay down and die.' It was obvious that we weren't just giving people back their homes, but also restoring a sense of dignity.

This is not his job, I thought, it's his passion.

Be bold, but be fair. Don't give in. If others around you have integrity, too, you can prevail

All great companies have passed through bad years that forced soul-searching and rethinking of priorities. How we deal with them will be the litmus test.

So when some refer to Starbucks' coffee as an affordable luxury, I think to myself, Maybe so. But more accurate, I like to think, is that the starbucks experience - personal connection- is an affordable necessity. We are all hungry for community.

And with the right mentor, don't be afraid to expose your vulnerabilities. Admit you don't know what you don't know. When you acknowledge your weaknesses and ask for advice, you'll be surprised how much others will help.

Protect and preserve your core customers," he [Jim Sinegal, cofounder and CEO of Costco] told our marketing team when I invited him to speak to us. "The cost of losing your core customers and trying to get them back during a down economy will be much greater than the cost of investing in them and trying to keep them.

Whenever I see someone carrying a cup of coffee from a Starbucks competitor, whether it’s an independent coffee shop or a fast-food chain, I take their decision not to come to Starbucks personally. I wonder what I, as Starbucks’ chairman and ceo, might have done to keep them away and what I might do to encourage them to come back or to try us for the first time.

The world belongs to the few people who are not afraid to get their hands dirty.” I

Infusing work with purpose and meaning, however, is a two-way street. Yes, love what you do, but your company should love you back.

Hiring people is an art, not a science, and resumes can't tell you whether someone will fit into a company's culture.

Just. Plain. [Fu*king.] Grilled. Swordfish.

Whatever you do, don’t play it safe. Don’t do things the way they’ve always been done. Don’t try to fit the system. If you do what’s expected of you, you will never accomplish more than others expect

The best ideas are those that create a new mind-set or sense a need before others do, and it takes an astute investor to recognize an idea that not only is ahead of its time but also has long-term prospects.

There is a word that comes to my mind when I think about our company and our people. That word is 'love.' I love Starbucks because everything we've tried to do is steeped in humanity. Respect and dignity. Passion and laughter. Compassion, community, and responsibility. Authenticity. These are Starbucks' touchstones, the source of our pride. Valuing personal connections at a time when so many people sit alone in front of screens; aspiring to build human relationships in an age when so many issues polarize so many; and acting ethically, even if it costs more, when corners are routinely cut--these are honorable pursuits, at the core of what we set out to be.

A hundred times every day I remind myself that my inner and outer life depend on the labors of other men, living and dead, and that I must exert myself in order to give in the same measure as I have received. —ALBERT EINSTEIN

Many of us spent time talking with the men and women who had lived through Katrina, and we heard stories of not only individual sacrifice and loss, but also of neighbors taking care of neighbors. The power of community was so evident in New Orleans.

Bir şirketin, çalışanlarıyla arasında kurduğu güven ilişkisinden daha değerli bir şey yoktur. İnsanlar yönetimin kazancı adilce paylaştırmadığına inanırsa şirketten soğurlar. Yönetime güvenmemeye başladıklarında ise şirketin geleceği tartışmalı hale gelir.

At Starbucks 0 as in any business, in any life - there are so many hectic moments during the day when we are simply trying to do the job, trying to put out the fires, trying to solve any number of small problems, that we often lose sight of what it is we're really here to do.

Large or small, our actions forge our futures, hopefully inspiring others along the way.

Her tecrübe sizi bir sonrakine hazırlar. Bir sonrakinin ne olacağını hiç bilemezsiniz.

Starbucks has always been about so much more than coffee. But without great coffee, we have no reason to exist.

I’ve said often that every enterprise and organization has a memory. And those memories create a path for people to follow.

In the course of the year I spent trying to raise money, I spoke to 242 people, and 217 of them said “no.

One of the terrible tragedies, for me, was the fact that my father passed away before he could witness what I achieved.

The point of a coffee store was not just to teach customers about fine coffee but to show them how to enjoy it.

Big opportunities lie in the creation of something new. But that innovation has to be relevant and inspiring, or it will burst into color and fade away as quickly as fireworks.

History shows that silence is unforgivable, for it gives bigotry license. And when meek words masquerade as moral courage, they are perceived as indifference and give the worst of human nature permission to flourish.

But my story is as much one of perseverance and drive as it is of talent and luck. I willed it to happen. I took my life in my hands, learned from anyone I could, grabbed what opportunity I could, and molded my success step by step. Fear of failure drove me at first, but as I tackled each challenge, my anxiety was replaced by a growing sense of optimism. Once you overcome seemingly insurmountable obstacles, other hurdles become less daunting.

Less than 1 percent of our population have served our military abroad since the September 11, 2001, attacks. Add their direct family members, and they still amount to less than 5 percent of the nation. Most Americans have no skin in the game.

I’ve never thought of the third place just as a physical environment. For me, the third place has always been a feeling. An emotion. An aspiration that all people can come together and be uplifted as a result of a sense of belonging. This is the cornerstone of our business, yes, but “belonging” is also a basic human right, which should be afforded all members of a society.

Living in the same city as Microsoft, I’m only too aware that, even in low-technology businesses like coffee, the Next Big Thing could knock the dominant player into second place tomorrow. I keep pushing to make sure that Starbucks thinks of the Next Big Thing before it has even crossed anybody else’s mind. In fact, Don Valencia is working on it even as I’m writing this book.

There are moments in our lives when we summon the courage to make choices that go against reason, against common sense and the wise counsel of people we trust. But we lean forward nonetheless because, despite all risks and rational argument, we believe that the path we are choosing is the right and best thing to do. We refuse to be bystanders, even if we do not know exactly where our actions will lead.

I can be a bit romantic about history, but I’m also pragmatic about the present. America cannot, of course, have open borders. We need a clear, sustainable immigration policy, one that better manages the flow of people who do not pose a threat and can contribute to our economy and culture. Immigration laws can be sensible without extinguishing the idea that brought so many here and compels so many to stay.

Günlük hayatta, kolay yolu seçmenizi isteyen dostlarınızdan, ailenizden ve iş arkadaşlarınızdan, mevcut yöntemleri tatbik etmeniz yönünde öyle çok baskı görürsünüz ki sadece statükoyu kabul etmemeniz değil sizden bekleneni yapmanız da zorlaşabilir. Ama kendinize, hayalinize gerçekten inandığınızda, kontrolü elinize almak ve vizyonunuzu gerçeğe dönüştürmek için elinizden gelebilecek her şeyi yapmanız gerekir.

Çoğumuz, hayallerimizin suya düşecek gibi olduğu önemli anlarla karşı karşıya kalırız. Bu tür olaylara karşı hazırlıklı değilsinizdir ama nasıl tepki vereceğiniz önemlidir. Önemli olan sahip olduğunuz değerleri unutmamanızdır. Cesur ama dürüst olun. Teslim olmayın. Çevrenizdeki diğer insanlar da dürüstse başarırsınız. Beklenmedik toplar kafanıza çarptığında savunmasız kalabilirsiniz. İşte böyle durumlarda bir fırsatı kaçırabilirsiniz. Böyle anlar, aynı zamanda gücünüzün test edildiği zamanlardır.

Large or small, our actions forge our futures, hopefully inspiring others along the way. Entrepreneurs must love what they do to such a degree that doing it is worth sacrifice and, at times, pain. But doing anything else, we think, would be unimaginable. In times of adversity and change, we really discover who we are and what we’re made of. Effective leaders share two intertwined attributes: an unbridled level of confidence about where their organizations are headed, and the ability to bring people along. Fixing moments, like mopping a dirty floor, only provides short-term satisfaction. But take the time to understand the cause of the problem—like how to keep a floor from getting so dirty in the first place—solves, and maybe eliminates, a problem. How leaders embody the values they espouse sets a tone, an expectation, that guides their employees’ behaviors. While I would not want to constantly battle against the odds, the raw feeling of accomplishing something that others did not think possible, or leading people beyond where they thought they could go, is extremely gratifying.

What distinguishes the talented person who makes it from the person who has even more talent but doesn’t get ahead? Look at the aspiring actors waiting tables in New York, as an example: Many of them are probably no less gifted than stars like Robert DeNiro and Susan Sarandon. Part of what constitutes success is timing and chance. But most of us have to create our own opportunities and be prepared to jump when we see a big one others can’t see. It’s one thing to dream, but when the moment is right, you’ve got to be willing to leave what’s familiar and go out to find your own sound. That’s what I did in 1985. If I hadn’t, Starbucks wouldn’t be what it is today.

Hardy reinforces his narrative with stories of heroes who didn’t have the right education, the right connections, and who could have been counted out early as not having the DNA for success: “Richard Branson has dyslexia and had poor academic performance as a student. Steve Jobs was born to two college students who didn’t want to raise him and gave him up for adoption. Mark Cuban was born to an automobile upholsterer. He started as a bartender, then got a job in software sales from which he was fired.”8 The list goes on. Hardy reminds his readers that “Suze Orman’s dad was a chicken farmer. Retired General Colin Powell was a solid C student. Howard Schultz, the CEO of Starbucks, was born in a housing authority in the Bronx … Barbara Corcoran started as a waitress and admits to being fired from more jobs than most people hold in a lifetime. Pete Cashmore, the CEO of Mashable, was sickly as a child and finished high school two years late due to medical complications. He never went to college.” What do each of these inspiring leaders and storytellers have in common? They rewrote their own internal narratives and found great success. “The biographies of all heroes contain common elements. Becoming one is the most important,”9 writes Chris Matthews in Jack Kennedy, Elusive Hero. Matthews reminds his readers that young John F. Kennedy was a sickly child and bedridden for much of his youth. And what did he do while setting school records for being in the infirmary? He read voraciously. He read the stories of heroes in the pages of books by Sir Walter Scott and the tales of King Arthur. He read, and dreamed of playing the hero in the story of his life. When the time came to take the stage, Jack was ready.

Recently, Howard Schultz, former CEO of Starbucks, came out against the term “billionaire,” instead preferring to be called “a person of means,” as though he’s now ashamed of what he’s built.

Success should not be measured in dollars: It’s about how you conduct the journey, and how big your heart is at the end of it.

the chairman of Starbucks, Howard Schultz, was saying that his company was spending more money on insurance for its employees than it was spending on coffee.

Howard Schultz, Pon tu corazón en ello (VS ediciones), y descubrirás

Think like a person of action; act like a person of thought. The best minute I spend is the one I invest in people.

With growth, the daily pace of my life intensified as well. On any given day, I might have up to a dozen meetings, dealing with an extremely wide range of subjects. Sometimes, I’d have very little time to mentally prepare and would have to quickly shift gears between discussion of the company’s strategic vision, the following month’s sales promotion, a new blend of coffee, profit margins, an employee’s personal worries, a major investment opportunity, a policy change, and a board member’s objection. Sometimes my brain would almost literally ache.

Nobody has a greater need to reinvent himself than the successful entrepreneur. Think of it: How many entrepreneurs have founded a company and then managed to grow successfully along with it, even as it reaches and surpasses $1 billion in sales? Bill Gates of Microsoft has done so, as has Phil Knight of Nike. But far more entrepreneurs can’t adjust to the transition into professional management. Most are better at creating start-ups than at guiding mature businesses. As the companies beneath them balloon ever larger, the odds diminish that their skills will grow fast enough to maintain control.

Security is mostly superstition. It does not exist in nature, nor do the children of men as a whole experience it. Avoiding danger is no safer in the long run than outright exposure. Life is either a daring adventure or nothing. —HELEN KELLER, THE OPEN DOOR , 1957

Even when life seems perfect, you have to take risks and jump to the next level, or you’ll start spiraling downhill into complacency without even realizing it.

Great companies need both a visionary leader and a skilled executive: one for the top line, the other for the bottom line. As Fortune’s Ronald Henkoff wrote in November 1996, “The businesses that thrive over the long haul are likely to be those that understand that cost cutting and revenue growing aren’t mutually exclusive. Eternal vigilance to both the top and bottom lines is the new ticket to prosperity

It was during this time that Starbucks began to better understand its customers, and what they wanted was convenience in all its forms. They didn't want to wait in line for their lattes, but they also did not want to walk a few more blocks or drive an extra mile to get it. Our way to reduce wait times was to open more stores, so we grew aggressively in urban markets, too. It was not easy and required hard work, but our growth felt manageable in large part because we had developed easily adaptable store designs. We also had adept real estate experts who took time to find just the right store locations, as well as skilled regional, district, and store managers who oversaw quality.

inferior

When companies fail, or fail to grow, it’s almost always because they don’t invest in the people, the systems, and the processes they need.

In Seattle, Washington, in 1971, Howard Schultz, the owner of a local coffee roasting and distribution company, noted the increasing affluence of the American public and their desire to receive gracious treatment in their daily activities. Schultz recognized that there was a market for small businesses featuring top quality coffee and an opportunity to relax in an attractive environment. To take advantage of these emerging Minitrends, Mr. Schultz initiated the very successful Starbucks chain which offers top quality coffee drinks in a friendly and relaxed atmosphere Starbucks has a long record of appreciating Minitrends, but failed to recognize the trend that more economically-stressed customers were beginning to opt for similar, lower-cost drinks offered by fast food restaurants such as McDonald’s. While still popular, in summer 2008, the Starbucks company announced the termination of 1,000 employees, and in November 2008, the company reported a 98 percent decline in profit for the third quarter of the year. To be more economically competitive, Starbucks has recently introduced a line of instant coffee.

Howard Schultz, CEO of Starbucks, believed the most powerful brands are built from the heart.

When you’re surrounded by people who share a passionate commitment around a common purpose, anything is possible.

Reading: “Onward: How Starbucks Fought for Its Life Without Losing Its Soul” Book by Howard Schultz “When you’re surrounded by people who share a passionate commitment around a common purpose, anything is possible.” Howard Schultz, Executive Chairman of Starbucks #smitanairjain #leadership #womenintech #thoughtleaders #tedxspeaker #technology #tech #success #strategy #startuplife #startupbusiness #startup #mentor #leaders #itmanagement #itleaders #innovation #informationtechnology #influencers #Influencer #hightech #fintechinfluencer #fintech #entrepreneurship #entrepreneurs #economy #economics #development #businessintelligence #business

Ultimately, brands are built by people who passionately believe in their brands. Indeed, many of the world’s best brands can be linked to a single person: Howard Schultz created Starbucks, Steve Jobs built Apple, Pleasant Roland formed American Girl, Richard Branson developed Virgin, and Phil Knight was the driving force behind Nike. Brand builders understand and believe in the power of brands.     Tim

It is not the fault of the baristas working behind the counter. It is the responsibility of the leadership team to keep our culture alive, growing and thriving.

Finally, the stores’ design, so critical to atmosphere, seemed to lack the warm, cozy feeling of a neighborhood gathering place. Some people called our interior spaces cookie-cutter or sterile: Clearly we have had to streamline store design to gain efficiencies of scale . . . [but] one of the results has been stores that no longer have the soul of the past. . . .

Howard Schultz, the man who built Starbucks into a colossus, isn’t so different from Travis in some ways.5.22 He grew up in a public housing project in Brooklyn, sharing a two-bedroom apartment with his parents and two siblings. When he was seven years old, Schultz’s father broke his ankle and lost his job driving a diaper truck. That was all it took to throw the family into crisis. His father, after his ankle healed, began cycling through a series of lower-paying jobs. “My dad never found his way,” Schultz told me. “I saw his self-esteem get battered. I felt like there was so much more he could have accomplished.” Schultz’s school was a wild, overcrowded place with asphalt playgrounds and kids playing football, basketball, softball, punch ball, slap ball, and any other game they could devise. If your team lost, it could take an hour to get another turn. So Schultz made sure his team always won, no matter the cost. He would come home with bloody scrapes on his elbows and knees, which his mother would gently rinse with a wet cloth. “You don’t quit,” she told him. His competitiveness earned him a college football scholarship (he broke his jaw and never played a game), a communications degree, and eventually a job as a Xerox salesman in New York City. He’d wake up every morning, go to a new midtown office building, take the elevator to the top floor, and go door-to-door, politely inquiring if anyone was interested in toner or copy machines. Then he’d ride the elevator down one floor and start all over again. By the early 1980s, Schultz was working for a plastics manufacturer when he noticed that a little-known retailer in Seattle was ordering an inordinate number of coffee drip cones. Schultz flew out and fell in love with the company. Two years later, when he heard that Starbucks, then just six stores, was for sale, he asked everyone he knew for money and bought it. That was 1987. Within three years, there were eighty-four stores; within six years, more than a thousand. Today, there are seventeen thousand stores in more than fifty countries.

Whatever you do, don’t play it safe. Don’t do things the way they’ve always been done. Don’t try to fit the system. If you do what’s expected of you, you’ll never accomplish more than others expect.

It’s one thing to dream, but when the moment is right, you’ve got to be willing to leave what’s familiar and go out to find your own sound

Behind every cup of Starbucks is the world's highest-quality, ethically sourced coffee beans; baristas with health-care coverage and stock in the company; farmers who are treated fairly and humanely; a mission to treat all people with respect and dignity; and passionate coffee experts whose knowledge about coffee cannot be matched by any other coffee company.

A well-built brand is the culmination of intangibles that do not directly flow to the revenue or profitability of a company, but contribute to its texture. Forsaking them can take a subtle, collective toll.

How leaders embody the values they espouse sets a tone, an expectation, that guides their employees’ behaviors.

Any company, when faced with adversity, would be tempted to go forward with an idea that promises to quickly erase pain. But in business as in life, people have to stay true to their guiding principles.

Old is beautiful, but not if it is neglected.—Aldo Lorenzi, That Shop in Via Montenapoleone

Sporcati le mani. Ascolta e comunica con trasparenza. Racconta la tua storia e non lasciare che siano gli altri a definirti. Trai ispirazione da chi ha esperienze reali da raccontarti. Lega le loro storie ai tuoi valori. Fai scelte dure: è l’azione quella che conta. Cerca la verità e le lezioni in ogni errore. Sii responsabile per quello che vedi, ascolti e fai.

Starbucks is intensely personal. Aside from brushing their teeth, what else do so many people do habitually every day? They drink coffee. Same time. Same store. Same beverage. There's a special relationship millions have developed with our brand, our people, our stores, and our coffee. Preserving that relationship is an honorable but enormous responsibility.

When we went to automatic espresso machines, we solved a major problem in terms of speed of service and efficiency. At the same time, we overlooked the fact that we would remove much of the romance and theater that was in play. .