Page 134 - The Starbucks Experience

Embrace Resistance

criticism. By actively addressing concerns, Starbucks leaders
have converted some of their most ardent critics. Newspaper
reporter Stephanie Salter is one such former detractor who had
a change of heart because of Starbucks social responsiveness.
In an article in the Terre Haute Tribune-Star, Stephanie
reports that some of her most unkind comments were
directed toward Starbucks, “From the time the giant Seattle
coffee chain went public . . . I have made unmerciful fun
of everything about it.” She then continues:
“In the meantime, [something] occurred to . . . nudge me
toward eating crow. . . . The company responded to workers
™
rights advocates and began to offer ‘Fair Trade Certified ’
coffee. . . . In the big scheme of global commerce, this was a
welcome . . . gesture of support for thousands of perpetually
exploited coffee workers in third world nations. For those of
us who try to monitor the route between the goods we buy 119
and the human beings who produce them, such a gesture goes
a long way into positive territory.”
Successful leaders do not hide from difficult challenges.
They approach complex and controversial issues with a will-
ingness to benefit from the concerns raised by commentators
and adversaries. In the end, they take the course of action
that not only quells criticism, but on occasion actually turns
critics into company champions.
Fairly or unfairly, corporate criticism can emerge from fac-
tors outside of the business’s control, posing unique chal-
lenges for leadership as it charts a way through tension and
reticence. As an icon of American business, Starbucks has
been met with significant resistance from those who fear
globalization or who harbor negative sentiments about U.S.
foreign policy.