Page 38 - The Starbucks Experience

Make It Your Own

seek from Starbucks. Therefore, the leaders expect that cus-
tomers will consistently be welcomed at all locations, with
the partners fully engaged in making that happen. With this
expectation in mind, the leaders encourage partners to use
their own unique style to produce inviting encounters.

What’s in a Name?
Welcoming people by name and remembering them from visit
to visit is a small thing, but it counts. The great Dale Carnegie
recognized this in his book How to Win Friends and Influ-
ence People. Carnegie remarked, “Remember that a person’s
name is to that person the sweetest and most important
sound in any language.” Carnegie even suggested that a per-
son’s name may be his or her most valuable possession.
Barista Joy Wilson shows what is possible when staff mem- 23
bers put their own individual style into being welcoming,
“I’m the drive-through queen at my store. I always set out to
do the best job I possibly can. One of the ways I do that is I
learn people’s names and drinks and the name of their dog
and where their kids go to school and whatever else I can find
out about them.”
Joy is serious about knowing customers’ names. In fact,
after work she enters information about her customers into
a spreadsheet, which she later reviews. Starbucks leaders
helped Joy appreciate the importance of being welcoming and
praised her approach. They do not expect or encourage oth-
ers to use Joy’s method. Instead, the leaders provide partners
with the freedom to find what works best for them, their cus-
tomers, and their stores. And it’s through leadership’s guid-
ance, encouragement, and acceptance of their uniqueness that
partners generate new ways to excel.