Posts Tagged ‘Starbucks’

Exceptional Leaders Enliven Vision through Infectiousness

Thursday, April 23rd, 2015

In a recent post (March 26), I wrote about effective communication as one of the 12 behaviors of exceptional leaders  identified by Travis Bradberry, president of TalentSmart & co-author of Emotional Intelligence 2.0. Today’s topic is another of the 12: infectiousness.

Infectiousness isn’t a trait that usually is cited as a key leadership skill, but I suspect it’s because that trait is often described differently. It could fall under the oft-mentioned “charisma,” “charm” or “engaging personality,” or a number of other descriptors. Infectiousness also could be encompassed in other characteristics, particularly passion, which is another of the 12 behaviors on Bradberry’s list. But I like the fact that he calls out infectiousness to stand on its own because unless the leader’s passion is expressed in a way that employees “catch the bug,” it won’t have a lasting effect.

As Bradberry explains, “Great leaders know that having a clear vision isn’t enough. You have to make that vision come alive so that your followers can see it just as clearly as you do. Great leaders do that by telling stories and painting verbal pictures so that everyone can understand not just where they’re going, but what it will look and feel like when they get there. This inspires others to internalize the vision and make it their own.”

untitledStarbucks’ Howard Schultz is a great example of infectiousness. First, he looks for employees who share his customer-centered values,  including a desire to contribute to their community. Building on his belief that “people want to be part of something larger than themselves,” new employees, or “partners,” as Starbucks calls them, undergo 24 hours of classroom training. The company also pays for additional workshops and classes that partners choose to take.

New senior leaders are put through a four-month “immersion in the Starbucks culture” to ensure that everyone understands the coffee business from start to finish. And Schultz emphasizes the values that comprise the culture by sharing his “unbridled enthusiasm and love” for the company at regularly-held district meetings.

Quoting the Rev. Theodore Hesburgh, “The very essence of leadership is that you have to have a vision. It’s got to be a vision you articulate clearly and forcefully on every occasion. You can’t blow an uncertain trumpet.”

Howard Schultz Tells Starbucks Story

Thursday, October 31st, 2013

As evidences by a recent post, I’m becoming a very big fan of Howard Schultz’s leadership of Starbucks. He not only clearly communicates his personal, and his company’s, core values, but he also demonstrates his commitment to those values by enacting them.

In a talk at the University of Denver’s School of Business, Schultz tells the story of how Starbucks has survived during the economic downturn, turned around a precipitous decline in business during those years, and also rekindled the fire for the business that for many reasons had nearly burned out among many of the company’s employees (known as partners). His return to the position of CEO after almost eight years as Chairman sparked a renaissance based on tough decisions and an astounding commitment to retraining employees and re-energizing his own–and the company’s–social consciousness.

This story also is told in his books, Pour Your Heart into It and Onward! Both are recommended reading.

Watch Schultz’ talk at the University of Denver: http://tinyurl.com/mzeatkj

Starbucks Story Is about Passion and Authenticity

Wednesday, September 25th, 2013

Starbucks is proof positive that passion and authenticity can drive a company to huge success. Founded in Seattle in 1971 by two guys who sold whole bean and ground coffee as well as tea and spices in a retail store in Pike Place Market, Starbucks originally set out to educate consumers about dark-roasted coffee and the wide variety of beans and teas in the world. The founders were comfortable being small and selling only bagged products for customers to brew at home. The company grew by leaps and bounds only after Howard Schultz, now chairman, president and CEO, got involved.

Hired in 1982 to head up marketing, Schultz became CEO in 1987 after leaving the company for a while to start his own business. When he returned to take the top post, Schultz convinced private investors that his vision was achievable. Aiming for a national chain of European-style warm, inviting neighborhood cafes, he and his management team grew the business from a company with 6 stores to a national chain of 1,300 stores and 25,000 employees–within 10 years! Now a global company of more than 20,000 stores and 151,000 partners in 62 countries, Starbucks is still an organization run on passion.

Schultz had been bitten by “the bug” of high quality coffee and the classic Italian cafe culture in 1981 when he first sipped a cappuccino at a neighborhood coffee bar in Italy. He’ll never forget that pivotal moment–and he still loves sharing that experience with the world. He was certain Americans would enjoy the experience just as much as he did, and in some communities Starbucks is, in fact, the “Third Place” gathering spot that Schultz envisioned. And his concept caught on to a far greater degree than he originally imagined.

As he says in his first book, Pour Your Heart into It, How Starbucks Built a Company One Cup at a Time, “People connect with Starbucks because they relate to what we stand for. It’s more than great coffee. It’s the romance of the coffee experience, the feeling of warmth and community…. Starbucks strikes an emotional chord with people. Some drive out of their way to get their morning coffee from our stores.”

Based on an authenticity that permeates the culture, Schultz’s leadership emanates from his contagious passion for coffee. The mission “to inspire and nurture the human spirit–one person, one cup and one neighborhood at a time” inspires store managers, executives and partners at all levels. Management decisions, as well as the one-on-one interactions between baristas and customers, are evidence of their commitment.

Starbucks has proven, as Schultz says, that “a company can grow big without losing the passion and personality that built it, but only if it’s driven not by profits but by values and by people. If you pour your heart into your work, or into any worthy enterprise, you can achieve dreams others may think impossible.”

How about your organization? Is the leader’s passion evident? Is the vision clear? And what about you? What dreams do you have for your own future that passion and authenticity will help you achieve?