Starbucks Howard Schultz Quotes

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.

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.

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

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

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

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

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.

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.

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.

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 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 you’re in a hole, quit digging!

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.

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.

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

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.

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

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

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

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

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.

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

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

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

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

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

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

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.

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.

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.

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.

We dot our floors with microkitchens, pockets where you can grab a coffee, a piece of organic fruit, or a snack, and take a few minutes to relax. Often you’ll see Googlers chatting and comparing notes over a cookie and a chessboard or around a pool table. Sergey once said, “No one should be more than two hundred feet away from food,” but the real purpose of these microkitchens is to do the same thing Howard Schultz tried to create with Starbucks. Schultz saw the need for a “third place” beyond the home and office, where people could relax, refresh, and connect with one another. We try to do the same thing, by giving Googlers a place to meet up that looks and feels different from their desk. And we use the placement of these microkitchens to draw people from different groups together. Often they’ll sit at the border between two different teams, with the goal of having those people bump into one another. At minimum, they might have a great conversation. And maybe they’ll hit on an idea for our users that hasn’t been thought of yet.

Starbucks is in every state. Whether people like the company or not, we are an undeniable presence in communities, on the ground across America. I always tried to spend as much time as I could on that ground and in our stores, talking to partners and customers—and listening more than I spoke. Among the things I’ve learned is that the cliché is true: most people do share the same desires—to be valued, to be understood, to be loved, to have a chance to go after our dreams, however humble or audacious those dreams may be. Beyond that, I’ve come to believe that the majority of people have potential that is easy to overlook, but that when tapped is boundless. Most people I have met in America want to be in control of their own fate. They just need a chance.

Part 2: Confidence

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.

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

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

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.

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

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.

I am not ashamed of the wealth I have accumulated through Starbucks’ success. But I have never been interested in broadcasting my personal net worth. I’m very private in that regard. Money is not a measure by which I judge myself or want others to judge me. At the end of the day, we must each close our eyes and find peace with the decisions we have made. Among the things I have come to understand is how money can too easily amplify the best and worst of human nature. People with vast wealth are not immune to the heartbreaks of life, some of which are brought about by that wealth. There are also emotional aches that no amount of money can possibly ease. And while money can afford us our dreams, it can also imbue our failures with the destructive breadth of a tsunami.

Cuộc sống là một chuỗi những cú đánh suýt hỏng. Nhưng đa số những gì chúng ta cho là may mắn lại không hề là do vận may. May mắn chỉ đến những ta biết nắm bắt từng ngày trôi qua, và chấp nhận trách nhiệm vì tương lai của bản thân. May mắn chỉ đến khi ta nhìn thấy được những gì người khác không nhìn thấy, và theo đuổi chúng dù người khác có nói gì đi chăng nữa.

Ask Customers for suggestions on how best to serve them: Let me get Marc Benioff, the CEO of Salesforce to weigh in on it. ‘In 2008, Howard Schultz returned to Starbucks as CEO, after being out of that role for eight years. The company had lost touch with consumers, and Schultz was determined to fix that. The first thing he did was create an app that asked customers how they thought the coffeehouses could be improved. The company consolidated the top ten responses and put them to a consumer vote. Then it implemented the top five fixes. The process engaged customers in the turnaround and helped restore revenue growth.’13

They were about self-examination in the pursuit of excellence, and a willingness not to embrace the status quo. This is a cornerstone of my leadership philosophy.

Nobody ever accomplished anything by believing the naysayers.

somber

intriguing,

tremendous

receptive

inferior

First, every company must stand for something. Starbucks stood not only for good coffee, but specifically for the dark-roasted flavor profile that the founders were passionate about. That’s what differentiated it and made it authentic. Second, you don’t just give the customers what they ask for. If you offer them something they’re not accustomed to, something so far superior that it takes a while to develop their palates, you can create a sense of discovery and excitement and loyalty that will bond them to you.

Starbucks’ founders understood a fundamental truth about selling: To mean something to customers, you should assume intelligence and sophistication and inform those who are eager to learn. If you do, what may seem to be a niche market could very well appeal to far more people than you imagine.

Starbucks was under attack, mostly from within.

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. .

At the very heart of being a merchant is a desire to tell a story by making sensory, emotional connections. Once, twice, or 16,000 times.

Without fanfare, Starbucks was also going to open two coffee shops in Seattle that were not like any of our existing stores. Each would serve Starbucks coffee but be unique

Wealth is the means and people are the ends. All our material riches will avail us little if we do not use them to expand the opportunities of our people. —JOHN F. KENNEDY, STATE OF THE UNION , JANUARY 1962

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.

Because not everyone can take charge of his or her destiny, those who do rise to positions of authority have a responsibility to those whose daily work keeps the enterprise running, not only to steer the correct course but to make sure no one is left behind.

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.

If you can raise profits by shaving costs on your main product and 90 percent of your customers wouldn’t even notice, why not just do it? Because we can tell the difference.

At its core, I believe leadership is about instilling confidence in others,

to

Twenty Million New Customers Are Worth Taking a Risk For

At its core, I believe leadership is about instilling confidence in others

people became not just more cost conscious, but also more environmentally aware, health minded, and ethically driven.

Skepticism has come to be synonymous with sophistication, and glibness is mistaken for intelligence.

Going against conventional wisdom is the foundation of innovation