Page 129 - The Starbucks Experience

PRINCIPLE 4

because of the learning that takes place. In the case of this
article or any customer letter, the verbatim conversation, the
voice of the customer that comes through is so much more
powerful than any report that says that 42.5 percent of our
customers are highly satisfied. The emotional connection
that people make in reading the words of others or in hear-
ing voice to voice the words of others has much more
impact. It grabs their emotions and drives them to different
behavior much more effectively than any statistical report-
ing will ever provide.”
Through its history, Starbucks leadership has weathered
significant storms of criticism, many of them more wither-
ing than that offered by David. But any public company that
has grown as fast as Starbucks will inevitably become a light-
ning rod for controversy. Because of its media profile, its core
114 values, and leaders like Gregg, Starbucks has developed a tal-
ent for embracing the resistance that has been directed its
way. It has learned not to discount its critics and dissenters,
but to listen for the learning opportunities that come through
those voices.
At both the corporate and the individual partner levels,
Starbucks managers have found ways to see possible lessons
that can be gained from those who challenge them. By not
only reacting to issues, but involving detractors in problem-
solving discussions, Starbucks executives develop better
solutions to business and social concerns. This process also
earns the buy-in of those who may have otherwise opposed
them.
Taking it one step further, Starbucks leadership has learned
to troll for emerging issues and possible areas of resistance
and apply resources to those areas early and proactively.
When needed, Starbucks works diligently to correct misper-