Page 25 - The Starbucks Experience

Introduction

As Starbucks International president Martin Coles sug-
gests, “There needs to be cultural alignment between the part-
ners and Starbucks itself. I think it’s important within the
company that, as leaders, we’re the first ones who have to
live the principles and the values of the company, because it’s
impossible to ask our people to behave the same way if we’re
not willing to go down that track ourselves. The mission
statement, the principles, and the behaviors laid out as ways
of being are not programmatic. They are just the way you
live your life. That is very difficult to fake. Ultimately the
organization will self-select, in a way, toward a group of part-
ners who are like-minded.”
Martin goes on to indicate that creating this “like-minded”
vision of a positive, team-oriented workforce does not occur
by accident. “We’ve spent a lot of time with our partners,
10 both in the selection process and in helping them understand
what we stand for as individuals, and what the company
stands for as a whole, and the difference we intend to make.”
It is by design, not default, that Starbucks leadership creates
a powerful experience for its partners. It is expected that part-
ners will pass on the dignity and respect that they are
afforded into interactions with their customers.
Starbucks partner Joy Wilson suggests that this approach
is working. “One of the reasons that Starbucks employees are
often so pleasant and helpful is that Starbucks is a great com-
pany to work for. It takes care of employees and treats us
with respect. That mind-set trickles down from the executives
to the thousands of baristas worldwide. I have worked in hor-
rible places, and it’s hard to do a good job when you hate the
company. We’re encouraged to have a good time while we’re
at work, and that makes a huge difference in the atmosphere
we create for the customers.”