Early on I realized that I had to hire people smarter and ore qualified than I was in a number of different fields, and I had to let go of a lot of d… - Howard Schultz

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Early on I realized that I had to hire people smarter and ore 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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Additional quotes by Howard Schultz

There is a word that comes to my mind when I think about our company and our people. That word is 'love.' I love Starbucks because everything we've tried to do is steeped in humanity.

Respect and dignity.
Passion and laughter.
Compassion, community, and responsibility.
Authenticity.

These are Starbucks' touchstones, the source of our pride.

Valuing personal connections at a time when so many people sit alone in front of screens; aspiring to build human relationships in an age when so many issues polarize so many; and acting ethically, even if it costs more, when corners are routinely cut — these are honorable pursuits, at the core of what we set out to be.

When I thought about our thicket of challenges both known and unknown, the word that came to mind was familiar and apt: “Onward.” More than just a rallying cry or an attitude, “onward” seemed to connote the dual nature of how Starbucks had to do battle and do business in these increasingly complex, uncertain times.
“Onward” implied optimism with eyes wide open, a never-ending journey that honored the past while reinventing the future.
“Onward” meant fighting with not just heart and hope, but also intelligence and operational rigor, constantly striving to balance benevolence with accountability.
“Onward” was about forging ahead with steadfast belief in ourselves while putting customers’ needs first and respecting the power of competition.
Yes, everyone at Starbucks could indulge his or her passion — be it for coffee, the environment, marketing, or design — but only if we did not lose sight of the need for profits.
“Onward” was about getting dirty but coming out clean; balancing our responsibility to shareholders with social conscience; juggling research and finances with instinct and humanity.
And “onward” described the fragile act of balancing by which Starbucks would survive our crucible and thrive beyond it. With heads held high but feet firmly planted in reality. This was how we would win.
I knew this to be true.

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