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Business leaders cannot be bystanders.

Howard Schultz

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Howard Schultz
Age: 71
Born: 1953
Born: July 19
Businessman
Businessperson
Entrepreneur
Financier
Writer
Brooklyn
New York
Howard D. Schultz
Leader
Business
Cannot
Bystanders
Leaders

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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.
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Cutting prices or putting things on sale is not sustainable business strategy. The other side of it is that you can't cut enough costs to save your way to prosperity.
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There's an energy and excitement when you're building a company. You have so much tail wind. You're planting new seeds. But it's also scary, because there's no safety net.
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You must find something that you deeply love and are passionate about and are willing to sacrifice a lot to achieve.
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Starbucks is committed to evolving and enhancing our customer experience with innovative and wholesome food offerings.
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I believe life is a series of near misses. A lot of what we ascribe to luck is not luck at all. It's seizing the day and accepting responsibility for your future. It's seeing what other people don't see And pursuing that vision.
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I think the currency of leadership is transparency. You've got to be truthful. I don't think you should be vulnerable every day, but there are moments where you've got to share your soul and conscience with people and show them who you are, and not be afraid of it.
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A great business has to have a conscience. You have to know who you are and who you are not.
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Europe has always represented a major strategic opportunity to achieve our goal of creating and building an enduring global brand.
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Often, organizations need bold, grand gestures to galvanize people towards a new mission or refocus their attention.
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We think of Starbucks not as a coffee company but a media company.
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While we are a coffee company at heart, Starbucks provides much more than the best cup of coffee—we offer a community gathering place where people come together to connect and discover new things.
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Any business today that embraces the status quo as an operating principle is going to be on a death march.
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I could've just walked away but I never could have forgiven myself to allow Starbucks to drift into mediocrity or not be relevant. I just couldn't be a bystander.
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Early on I realized that I had to hire people smarter and more 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.
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I grew up in a working class family where there was no health insurance. I saw first hand the fracturing of the American dream and the bitterness that comes when there is no hope and a lot of despair. So I wanted to build the company, in a sense, that my father never got a chance to work for.
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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.
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You walk into a retail store, whatever it is, and if there's a sense of entertainment and excitement and electricity, you wanna be there.
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People in Washington need to put their feet in the shoes of working Americans.
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I never took classic business classes in college, so I don't have the background that any of the people running large companies have.
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