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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.

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
Even
Managing
Decisive
Issue
Crisis
Information
Issues
Perfect

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Sometimes the difference between winning and losing is will. The will to make it happen.
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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'll never accomplish more than others expect.
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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
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Starbucks has a role and a meaningful relationship with people that is not only about the coffee.
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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.
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Everyone must have a shot at the American Dream.
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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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Business leaders cannot be bystanders.
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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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Success is something that has to be earned every day.
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Don't buy preground coffee.
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Customers have different need states and life experiences.
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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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The growth of the company and the license that Starbucks has is to participate in other food and beverage opportunities. We have a global business... and in many parts of the world, tea is much, much bigger than coffee, and we're going to bring tea and bring our capability and our understanding of what we've done for coffee to tea.
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Hiring people is an art, not a science, and resumes can't tell you whether someone will fit into a company's culture.
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If you put on a lousy production with white actors, it's lousy. There is a problem, or can be, at this stage of our social evolution, with mixing the casts. It may not be a question of race so much as class. You would rarely find a black man in a high executive position where he was swinging his weight around.
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Starbucks represents something beyond a cup of coffee.
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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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Most business people today are not going to invest in the uncertainty that exists in America.
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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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