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Effective leaders share two intertwined attributes: an unbridled level of confidence about where their organizations are headed, and the ability to bring people along.
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
Levels
Employee
Leader
Effective
Bring
Leaders
Share
Organization
Unbridled
Ability
Confidence
Intertwined
Two
Leadership
Headed
People
Level
Organizations
Along
Attributes
More quotes by Howard Schultz
Risk more than others think safe.
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We have a big opportunity in China. We think the number of stores here can rival the number in North America.
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We are not in the coffee business serving people, we are in the people business serving coffee.
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What I would say to young entrepreneurs is there's so many moments in your life where you have these dreams, and people are trying to protect you, and they say, perhaps, friends, family, parents sometimes, they don't agree with it, they think, 'This is just too high of a hurdle.' And I don't agree with that.
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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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Starbucks is committed to evolving and enhancing our customer experience with innovative and wholesome food offerings.
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The issue of managing through a crisis is you have to be decisive even if you don't have perfect information.
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Passionate conviction ... 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.
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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.
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We woke up one day, and all the sudden Starbucks was in the middle of this political crossfire between the people who want to bring a gun into Starbucks and the people who want to prevent it. It is a very difficult, fragile situation.
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I was born on the other side of the tracks, in public housing in Brooklyn, New York. My dad never made more than $20,000 a year, and I grew up in a family that lost health insurance. So I was scarred at a young age with understanding what it was like to watch my parents lose access to the American dream.
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I think that sometimes the difference between winning and losing, success and failure, is this gray line between will, passion and self-belief that says, 'I'm going to do this'.
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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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Don't buy preground coffee.
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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.
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Sports was a great equalizer. It didn't have color. It didn't matter whether you were rich or poor, black or white. It really shaped me in many ways to be able to deal with a lot of different personalities and different cultures. Sports were the common thread.
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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 honestly never dreamed at the time that I would one day own the Starbucks and or be in a position where we would have more than 10,000 stores around the world. It has just been an incredible journey for all of us.
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My parents really wanted me to get out of New York, be exposed to other people, other ways of life.
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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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