Page 167 - The Starbucks Experience

PRINCIPLE 5

All of us leave some mark on the world. What varies is
whether that mark is positive or negative. Do we give back
more than we take, or do we take more than we give? This
is particularly important in the world of business, where the
actions of managers have a profound effect on individuals
and society. Some leaders are content with hitting the firm’s
profit goals. They cut corners on everything from employee
benefits to capital expenses. Others, however, believe that
an important part of their business success is linked to
the powerful and positive impact that they have on their
communities.
Social involvement is integral to Starbucks leadership mis-
sion, and therefore community participation serves to export
the Starbucks Experience to people around the globe. Star-
bucks executives have a monumental commitment to corpo-
152 rate and community stewardship that includes taking care of
their own staff, volunteerism within neighborhoods, quality-
of-living considerations for product providers, economic
transparency through the supply chain, large grants to
national community organizations, seed grants for local non-
profits, planned sustainability for future generations, and
environmental preservation efforts. And that’s only part of
Starbucks socially active approach.
So why would a company’s leadership invest so much
time and effort on social concerns? Do Starbucks managers
give so much back to their staff and to their communities
because they think that it’s the right thing to do or because
it attracts more business? Even if leaders initially decide to
be good corporate citizens because they hope it will boost
profits, almost all who sustain that type of commitment do
so because it becomes the best way—the only way—to do
business. From my time spent exploring all levels of the