Page 84 - The Starbucks Experience

Everything Matters

to be the partner and somebody to be the customer. Other
managers served as observers. The game has become popular
among many of those managers, and some are finding new
ways to make it applicable in broader training settings.”
Clearly, Starbucks philosophy is that training doesn’t need
to be boring, conventional, or mundane. In addition to play-
ing the game with in-store partners, Starbucks leadership has
added a twist to the game by having managers not only watch
the interaction in the role play, but then solicit feedback from
the person role-playing the customer. The manager then uses
that customer feedback in a coaching session with the part-
ner who offered the service. This allows the manager to
rehearse ways to most effectively transfer the subjective expe-
rience of the customer into constructive training for the part-
ner. In a playful way, the game offers training opportunities
that challenge baristas and managers to anticipate customer 69
situations, demonstrate sensitivity, use sound judgment, and
enhance their problem-solving abilities. The results are amaz-
ing, as playful means lead to such important ends.

Creating a Playful Corporate Culture
Board games for training! That’s just another example of how
everything matters in a dynamic corporate culture. Starbucks
leadership understands that playful and positive work envi-
ronments produce vital and engaged staff members. Regional
director Carla Archambault shares the importance of being
connected, being happy, and having fun in the store, which
in turn feeds energy into the customer experience.
“When I’m out in stores in my district,” says Carla, “I get
a chance to see a lot of different partners. I try to set a play-
ful and fun tone as I clean the toilets and scrub the drains and