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.
Interpretation
Great companies thrive by creating systems to solve problems that endure beyond individual leaders.
Howard Schultz emphasizes the importance of establishing robust systems within an organization that can address challenges independently of the leadership. This approach ensures that a company remains resilient and capable of overcoming obstacles, ultimately leading to lasting greatness regardless of who is at the helm.
In practice
In a corporate training session, this quote can inspire employees to think about sustainable leadership.
The rules of engagement around building a brand have changed significantly over the past 10 to 15 years. Where companies at one time could spread their message through traditional marketing, consumers now seek an enduring emotional connection with the companies they patronize. The foundation of that connection is the most important characteristic of building a world-class brand: trust. Trust with your people and trust with your customers.
The future of America is not an entitlement. We have been given a treasure chest of gifts and opportunities, but some people are being left behind, and success is not sustainable unless it is shared.
Starbucks is not an advertiser; people think we are a great marketing company, but in fact we spend very little money on marketing and more money on training our people than advertising.
While their service is ending, our responsibility is just beginning!
In life, you can blame a lot of people and you can wallow in self-pity or you can pick yourself up and say listen, I have to be responsible for myself.
When I first discovered in the early 1980s the Italian espresso bars in my trip to Italy, the vision was to re-create that for America - a third place that had not existed before. Starbucks re-created that in America in our own image; a place to go other than home or work. We also created an industry that did not exist: specialty coffee.
I hired top-notch people, trusted them to do their jobs, and then came to grips with the fact that I wouldn't be coaching as much.
If someone had told me in 1963 that one day I would be in Congress, I would have said, 'You're crazy. You don't know what you're talking about.'
A coach will impact more people in one year than the average person will in an entire lifetime.
I think the most effective way to run a kitchen is to teach, not to just yell.
The King himself should be under no man, but under God and the Law.
Eighty percent of American managers cannot answer with any measure of confidence these seemingly simple questions: What is my job? What in it really counts? How well am I doing?
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