home Business blogs It's not about coffee, read the city. Janet GoldsteinIt's Not About the Coffee: Starbucks Corporate Culture

It's not about coffee, read the city. Janet GoldsteinIt's Not About the Coffee: Starbucks Corporate Culture

10 principles of leadership 1. Self-awareness. Always wear the same hat. 2.Understanding goals. Do what is right, not what is good for your career. 3.Independence. The one who sweeps the floor has the right to choose a broom. 4. Sensitivity. Caring must be genuine. 5. The ability to hear the truth. Things have a voice.

10 principles of leadership 6. Frankness. Only the truth rings true. 7. Activity. Think like a man of action, act like a man of thought. 8. Confronting difficulties. We are people first. 9. Authority. A calm, quiet voice amidst the deafening noise. 10. Wild dreams. “Yes” is the most powerful word in the world.

Howard Behar: Starbucks spends more money on employee training than on advertising its products, sincerely believing that it is employees who pass on their knowledge and passion for coffee to customers. We are not a coffee company that serves people, we are a people company that serves coffee

Names When a customer places an order, the barista always asks his name so that after preparing the drink, he can give it to a specific guest, and not to an impersonal “young man” or “girl” Wolverine Pocahontas Vasya and Vasya’s wife James Bond The man with the phone For me The one who left his wife at home to sleep

Starbucks' "third place" is a place where you can spend time in a way that is different from home and different from work. When visitors were asked to name five reasons why they choose this company, the vast majority of people cited social experience as the main factor.

Howard Behar featuring Janet Goldstein

It's not about the coffee. Starbucks corporate culture

Lynn, Sarina and Michael, Scott and Kim and our four wonderful grandchildren - Sydney, Ella, Matthew and Zoe - who make it so easy to say yes to everything they ask.

Translator M. Sukhanova

Corrector O. Ilyinskaya

Computer layout A. Abramov

Cover artist A. Mishchenko

Published under license from Portfolio, a division of Penguin Group, USA

All rights reserved. No part of the electronic copy of this book may be reproduced in any form or by any means, including posting on the Internet or corporate networks, for private or public use without the written permission of the copyright owner.

Work in the world is like dirt.

Made somehow, it gets your hands dirty and crumbles to dust.

But a thing worthy of masterful execution is perfect in form, pure, and its essence is undeniable.

Greek amphorae for wine or oil, Hopi Indian pots for storing grain are exhibited in museums, but we know what they were intended for.

The jug asks to pour water into it, and the man asks to give him a real job.

Marge Piercy. Be needed

Advance notice

Although this book is entitled It's Not About the Coffee, it certainly says something about coffee: it's about people and coffee. Without the people who source, roast, deliver, prepare and serve coffee, we wouldn't have Starbucks. The true essence of Starbucks is that there is no coffee without people.

A second note along the same lines: Although this book is about Starbucks' corporate culture, you won't find what it says in any of the company's official manuals. In reality, there are no recipes for successful promotion at Starbucks, and there is not a single document that would instruct a leader to use any techniques or adhere to certain views. With us, everyone must find their own way to benefit the organization and the people for whom we work. Many books and articles have been written about Starbucks from a variety of perspectives. Here I talk about my personal journey, the lessons I learned, applied and passed on to others - both before becoming one of the leaders of Starbucks and during my time at the company. I humbly hope that these principles and my experience will help you find your path to success and the realization of your wildest dreams.

Preface

I am honored to present Howard Behar's book about the leadership principles by which he lived and acted during his time at Starbucks, and I am proud that Howard has placed such trust in me. This is the most serious and sincere person that can be in the world, he is absolutely alien to any pretense or boasting. Howard is always truthful - no matter what the truth is. His assertive style helps him quickly cut through irrelevant layers and get to the bottom of things. He is also distinguished by exceptional ardor, emotionality and a complete inability to hide his feelings. You always see his position (and at the same time yours), and we always stand shoulder to shoulder in any trials, whether they concern one of us personally or our organization.

As a leader, he is a treasure - a natural leader with a skill set that exceeds what the top executives of many, many companies can boast of. That Howard chose us in 1989, when we were a small regional company, was a great thing for me, for Starbucks, and for him, I think, too. From the very first days of his stay with us, he stood for the fact that “our business is the people we serve coffee to, not the coffee we serve people.”

This is a motivating and practical guide - a book about people and how important it is to always think about them first; about the role we all play in creating a corporate culture that gives the company life and keeps it growing and moving forward.

Through his time at Starbucks, Howard continually showed us that great businesses must have a conscience. His own more than thirty years in leadership positions is an excellent example of how one can succeed by doing good deeds. Howard's help and guidance have made me a much stronger leader, and I know full well that his incomparable influence on me, our employees and our clients comes from not only his experience, but also his endless goodwill coupled with his great love for our business. business.

Looking back at the history of Starbucks' achievements, we can see that everything worked out in a surprisingly timely manner. First of all, we always seemed to have a knack for finding the right person for the right job at the right time. If Howard Behar and Orin Smith had not once joined us, the company would have developed very differently, so that we would certainly not be at our current level of entrepreneurship and ingenuity. And we would also really miss that special chemical compound that was made up of the three of us: we understood each other almost without words, seeing the same goals and ways to achieve them.

To understand the dynamics of our relationship, it seems to me that we need to start with the following fact. I'm willing to dream and dream and dream, and Howard is happy to dream, but before he goes after his big dream, he's going to take five steps back and see what might be wrong (even if it's an idea he's passionate about). supports and wants to bring it to life). This dynamic, with its creative conflicts, has left its mark on the entire company's activities, where optimism is combined with caution. We never raced around corners. The company's point of view on various issues could change, but we always moved in the same direction. We have never had a dispute about the goal we are moving towards, only about the ways to achieve it.

Orin provided the balance between the different paths, as well as the financial guidance and relevant know-how we needed. Despite the fact that formally I was considered the head of the company, everything with us was based on exceptionally deep respect for each other, without a single hint of “divide and conquer.” Our employees aptly dubbed our triple alliance H2O (after the initial letters of their names - Howard, Howard, Orin). We have become a necessary ingredient for the company, like water for coffee.

Howard and I communicated in the language of trust. Both knew what sacrifices (understood only by a few) required the creation of an organization. Being a leader requires you to instill confidence, which can make many of us uncomfortable showing vulnerability or doubt, and can feel very lonely. Howard and I could share with each other. The conversations between us were about strategy, but were structured around our own dynamics. All the company's achievements came from them.

And Howard knew how to get his way like no one else. Here's a story we don't often hear about how the company almost died in late 1989. We opened a coffee shop in Chicago to show potential investors that the Starbucks concept was not a local phenomenon, but failed when we tried to raise more money. . Howard told me, "I'm going to go to Chicago and stay there until everything is done right." He knew that Chicago employees needed to believe in what they were doing, to understand that their task was larger than the role of each of them or even the entire cafe, that their efforts meant a lot.

By going to Chicago, Howard showed what it really means to care for people, demonstrated his famous ability to rally a team, and demonstrated the practical application of the principles outlined in this book. His magnetic personality, coupled with his passionate dedication to our goals, helped lift the morale of the entire company, which had an immediate impact on productivity.

Whatever issue was on the agenda, Howard always thought about people - this was required of him by his strong faith in our cause, loyalty to his word, and respect for the truth. He taught us how to listen to all the people we serve, how to act in accordance with our values.

Howard understands how important it is to see an employee as a person first and foremost. People want to be around him because he elevates them in their own eyes, gives them a formula for success. By following at least some of the principles outlined in this book, you will become wiser, more productive, and more accomplished as a person and as a leader.

Entrepreneurs and owners of small businesses of any industry; the early period is the most important in the life of any business, it is then that the main corporate values and culture are formed;

For those who are at an early stage of their career and are trying to understand what a big dream means; Use this book to discover your values, define your goals, and develop the skills that will help you stay on your chosen path;

Howard Behar

It's Not About the Coffee: Leadership Principles from a Life at Starbucks

Publisher: Alpina Publisher

Year of release: 2017

Cover Type: Dust Jacket

Number of pages: 186 pp.

Dimensions: 84x108/32 (130x200 mm)

Quote

“If you grow people, they will grow a business. This is the essence, and this is the highest priority."
Howard Behar

What is the book “It’s Not About the Coffee: The Corporate Culture of Starbucks” about?

The fact that the company should consider both its employees and its clients first of all as people, then everything else will come by itself. If a manager treats employees as partners, and not as one of the resources, they achieve fantastic results; if he sees clients not as a source of income, but as people to whom he provides a service, they come back again and again.

Why the book “It's Not About the Coffee” is worth reading

The author of the book is not only a talented manager, but also a long-time keeper of the soul of Starbucks.
The book talks about aspects of the company's internal culture that are not described in any official manual.
The author shares ten key principles that helped him succeed and that every leader should follow.

Who is this book for?

For business leaders and managers at any level who want to learn how to inspire employees and achieve outstanding results.

Who is author

Howard Behar- President of Starbucks International, worked in senior positions at Starbucks for 17 years. Largely thanks to him, the company reached the international level. Everyone who has had the opportunity to work with Howard Behar assures him that he is a true professional, always thinking about people, believing in the common cause, true to his word, and respecting the truth.

Lynn, Sarina and Michael, Scott and Kim and our four wonderful grandchildren - Sydney, Ella, Matthew and Zoe - who make it so easy to say yes to everything they ask.

Translator M. Sukhanova

Corrector O. Ilyinskaya

Computer layout A. Abramov

Cover artist A. Mishchenko

Published under license from Portfolio, a division of Penguin Group, USA

Work in the world is like dirt.

Made somehow, it gets your hands dirty and crumbles to dust.

But a thing worthy of masterful execution is perfect in form, pure, and its essence is undeniable.

Greek amphorae for wine or oil, Hopi Indian pots for storing grain are exhibited in museums, but we know what they were intended for.

The jug asks to pour water into it, and the man asks to give him a real job.

Marge Piercy. Be needed

Advance notice

Preface

Orin provided the balance between the different paths, as well as the financial guidance and relevant know-how we needed. Despite the fact that formally I was considered the head of the company, everything with us was based on exceptionally deep respect for each other, without a single hint of “divide and conquer.” Our employees aptly dubbed our triple alliance H 2 O (after the initial letters of their names - Howard, Howard, Orin). We have become a necessary ingredient for the company, like water for coffee.

Entrepreneurs and owners of small businesses of any industry; the early period is the most important in the life of any business, it is then that the main corporate values and culture are formed;

Anyone who, working individually or in a team, wants to comprehend the value of human actions, raise the morale of a group or organization, and improve the results of its work;

For business leaders trying to change their existing corporate culture or value system, this book will keep you grounded in how much is actually possible;

All organizations - for-profit and non-profit - who need good literature on leading people and creating resilient structures.

In his book, Howard offers ten simple, concrete principles to guide you as a leader. This is a call to become the creator of your own life, work and world that you are proud of. There is no better teacher in the world than Howard Behar.

Howard Schultz

Introduction
Only about people, about all people

There is no doubt that a small group of thoughtful and enthusiastic citizens can change the world.

Margaret Mead

“We are all human” – this phrase encapsulates everything for me. None of us are really a client, a subordinate, a manager, or an owner. We are human beings, we are people.

Starbucks' business is about serving people, not customers. This means that our coffee must be top-notch in terms of cultivation, roasting and preparation. We also need a business vision that is meaningful and inspiring to us, to the communities where we operate, and to everyone we serve. Of course, we can do what we love only if our finances are in order. But without people we are nothing. And with people we have more than just coffee.

If you grow people, they will grow a business. This is the essence, and this is the highest priority. The better your employees are as people, the better they will be as employees. By thinking of customers as people, you will connect with them and have them coming back again and again to enjoy their coffee and experience. When you care about the world around you, bringing something positive into it, it will respond to you with the same care.

All my life I have been driven by the desire to learn, educate and guide. As a child, I was a dreamer. At the same time, I always wanted to get things done, whether I was sweeping the floor in our family's grocery store, learning the furniture trade from the very beginning in the salon owned by my brother and brother-in-law, or looking for a suitable employer when I became ready for more serious tasks. .

I have found that there are always people around me to learn from. Both out of necessity and because such was my desire, I became a student of myself and others, and what I learned I applied in practice. This is how I learned the power of goal setting and self-awareness, the importance of trust and truthfulness. And how I learned from my mistakes, again and again! It became clear to me what works and what doesn’t work for me and those around me. And I'm still learning.

In fact, I only had the chance to put the leadership principles I had learned into practice after failing in a business I loved. The new management that came to the company did its best to increase profits and did this to the detriment of people. I did not have enough energy to overcome this culture that disgusted me, and I began to look for a place where I could succeed.

As I contemplated my next step, I often found myself at the Starbucks in Bellevue, near Seattle. And I have always been attracted to the service sector, so while thinking about my future enterprise, I simultaneously made mental notes about the cafe I was sitting in: they know their worth; they have a strong base; the number of seats needs to be increased.

As a result, when I almost had all the necessary papers ready to create my own business (I made such plans several times, but hesitated in implementing them), the stars aligned themselves so that I went to work at Starbucks. This happened in 1989, at that time I was 44 years old. The life of the company was built around people, and I myself breathed the same principles, so we made an ideal couple. Day after day, we put our philosophy into practice, tested its effectiveness, and passed it on to those around us.

As my path became clearer and our vision of creating a people-centered organization gained momentum, I became more involved in sharing my knowledge with those around me. I persuaded and pushed people, argued with them, delved into their problems. I went beyond the walls of offices and meeting rooms, called and came to cafes, spoke at meetings - numerous and very small - telling the participants what I knew and inspiring them.

To this day, no matter where I am, I try to visit as many Starbucks cafes as possible every week. It turns out that over the years I have become more and more interested in understanding the role of the human factor in leadership and organizational success, and the search for new revelations takes me far beyond Starbucks.

From my own experience I know what a gulf separates the knowledge of what is right and the ability to do what is right. The principles that I have arrived at and taught to others are very simple, since they are derived from basic human truths. But it is difficult to apply them in practice, because people by nature tend to deceive themselves and others.

You need to find your own truth. Then you will awaken the passion that has been dormant in you, discover reserves of strength and sources of energy that you did not suspect, and which will allow you to grow, lead, achieve your goals, and identify the potential for success in your personal life and in the public sphere.

(estimates: 1 , average: 3,00 out of 5)

Title: It's Not About the Coffee: Starbucks Corporate Culture
Author: Howard Behar, Janet Goldstein
Year: 2012
Genre: Corporate culture, Popular business, Foreign business literature

About the book It's Not About the Coffee: The Corporate Culture of Starbucks by Howard Behar, Janet Goldstein

The book "It's Not About the Coffee: The Corporate Culture of Starbucks" by Howard Behar and Janet Goldstein will be of particular interest to entrepreneurs and small business owners, especially at the initial stage of their activity, when core corporate values are being formed. It is also worth reading for people who have just begun their career and strive to achieve great results. The book will help you develop your skills and understand what their true purpose is.

It can help leaders who dream of united team morale, improving the quality of service and achieving better results, as well as leaders who are trying to make changes to the culture of their team or its value system. The work will also benefit organizations that need literature related to managing teams and people.

In their book, It's Not About the Coffee: The Corporate Culture of Starbucks, Behar and Goldstein lay out some fairly accessible principles that should guide leaders who want to achieve unprecedented heights with their teams.

“It's Not About the Coffee: The Corporate Culture of Starbucks” reveals one very important point: if Starbucks did not have such a friendly and cohesive team, the world would never know the taste of their coffee. The main idea of Starbucks is the following statement: “no people, no coffee.” And each person in the company must find his own method in order to benefit people and the organization.

Howard Behar, the president of Starbucks and a man who held various leadership positions at the company for seventeen years, shares in the book his own experiences that he gained while working at Starbucks. He is happy to pass on this experience to those who want to find their way to success and realize their wildest dreams. His appeal will help you become the creator of your life and achieve the highest results.

The central message of It's Not About the Coffee: The Corporate Culture of Starbucks is to treat your employees and customers as people first. When a leader treats his subordinates as partners, they can achieve fantastic results together. And if he looks at his clients, first of all, as people, and not as a source of income, then they will come back again and again.

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It's not about coffee, read the city. Janet GoldsteinIt's Not About the Coffee: Starbucks Corporate Culture

Howard Behar

It's Not About the Coffee: Leadership Principles from a Life at Starbucks

Quote

What is the book “It’s Not About the Coffee: The Corporate Culture of Starbucks” about?

Why the book “It's Not About the Coffee” is worth reading

Who is this book for?

Who is author

Advance notice

Preface

Introduction Only about people, about all people

About the book It's Not About the Coffee: The Corporate Culture of Starbucks by Howard Behar, Janet Goldstein

Download free book “It's Not About the Coffee: The Corporate Culture of Starbucks” by Howard Behar, Janet Goldstein

Introduction
Only about people, about all people