Howard Schultz Quotes

What distinguishes the talented person who makes it from the person who has even more talent but doesn’t get ahead? Look at the aspiring actors waiting tables in New York, as an example: Many of them are probably no less gifted than stars like Robert DeNiro and Susan Sarandon. Part of what constitutes success is timing and chance. But most of us have to create our own opportunities and be prepared to jump when we see a big one others can’t see. It’s one thing to dream, but when the moment is right, you’ve got to be willing to leave what’s familiar and go out to find your own sound. That’s what I did in 1985. If I hadn’t, Starbucks wouldn’t be what it is today.

When we went to automatic espresso machines, we solved a major problem in terms of speed of service and efficiency. At the same time, we overlooked the fact that we would remove much of the romance and theater that was in play. .

In times of adversity and change, we really discover who we are and what we're made of.

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

History shows that silence is unforgivable, for it gives bigotry license. And when meek words masquerade as moral courage, they are perceived as indifference and give the worst of human nature permission to flourish.

Speaking out is a necessary beginning, but not the same as real change.

The best ideas are those that create a new mind-set or sense a need before others do, and it takes an astute investor to recognize an idea that not only is ahead of its time but also has long-term prospects.

Every step of the way, I made it a point to underpromise and overdeliver. In the long run, that's the only way to ensure security in any job.

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.

"Protect and preserve your core customers," he [Jim Sinegal, cofounder and CEO of Costco] told our marketing team when I invited him to speak to us. "The cost of losing your core customers and trying to get them back during a down economy will be much greater than the cost of investing in them and trying to keep them."

When we love something, emotion often drives our actions.

This is the gift and the challenge entrepreneurs face every day. The companies we dream of and build from scratch are part of us and intensely personal. They are our families. Our lives.

But the entrepreneurial journey is not for everyone. Yes, the highs are high and the rewards can be thrilling. But the lows can break your heart. Entrepreneurs must love what they do to such a degree that doing it is worth sacrifice and, at times, pain. But doing anything else, we think, would be unimaginable

Bir şirketin, çalışanlarıyla arasında kurduğu güven ilişkisinden daha değerli bir şey yoktur. İnsanlar yönetimin kazancı adilce paylaştırmadığına inanırsa şirketten soğurlar. Yönetime güvenmemeye başladıklarında ise şirketin geleceği tartışmalı hale gelir.

So many of us are hungry to restore a collective sense of pride in our nation. And we have what it takes to do so. Yet many people have become numb, even accepting, to the shockingly cruel rhetoric we sometimes hear from our neighbors and leaders. But we should remember there are more Americans who speak out against intolerance than those who spew it. Just because anger and fear are louder than kindness and optimism does not mean that anger and fear must prevail, or define a new American identity. The negativity that streams through our media and social feeds is a false — or at least incomplete — narrative. Every time harsh Tweets dominate news cycles, we can remind ourselves of Mary Poole’s empathy in Montana, or the compassion of Rebecca Crowder in West Virginia, or Bryan Stevenson’s adamant calls for justice in our courts. Countless acts of dignity are unfolding offline, away from earshot, and they matter. We already have what it takes to rise above divisiveness and the vitriol of a hurtful few and steer the country toward an even better “us.” Not so we can be great again, but so we can become an even stronger, safer, more fair, prosperous, and inclusive version of ourselves. Those who champion common-sense problem solving, and there are legions of us, are eager to keep fixing, reinventing, improving. In these pages, I tried to amplify our existing potential to eclipse dysfunction by recounting Mark Pinsky’s collaborative spirit, for example, and Michael Crow’s innovative bent, and Brandon Dennison’s entrepreneurial gumption, and Dakota Keyes’ steadfast belief in her young students, and in herself. They are reminders that the misplaced priorities of President Trump and his administration do not represent the priorities of the majority of Americans. And while there are heroes who hold office, members of both parties, Democrats and Republicans, have been complicit in the fracturing of trust that has plagued our political system for years now. In fact, I believe tha

Large or small, our actions forge our futures, hopefully inspiring others along the way.

Entrepreneurs must love what they do to such a degree that doing it is worth sacrifice and, at times, pain. But doing anything else, we think, would be unimaginable.

In times of adversity and change, we really discover who we are and what we’re made of.

Effective leaders share two intertwined attributes: an unbridled level of confidence about where their organizations are headed, and the ability to bring people along.

Fixing moments, like mopping a dirty floor, only provides short-term satisfaction. But take the time to understand the cause of the problem — like how to keep a floor from getting so dirty in the first place — solves, and maybe eliminates, a problem.

How leaders embody the values they espouse sets a tone, an expectation, that guides their employees’ behaviors.

While I would not want to constantly battle against the odds, the raw feeling of accomplishing something that others did not think possible, or leading people beyond where they thought they could go, is extremely gratifying.

For more than three decades, coffee has captured my imagination because it is a beverage about individuals as well as community. A Rwandan farmer. Eighty roast masters at six Starbucks plants on two continents. Thousands of baristas in 54 countries. Like a symphony, coffee's power rests in the hands of a few individuals who orchestrate its appeal. So much can go wrong during the journey from soil to cup that when everything goes right, it is nothing short of brilliant! After all, coffee doesn't lie. It can't. Every sip is proof of the artistry — technical as well as human — that went into its creation.