Love Leadership
Leadership expert Katherine Farnworth explains how humility and determination can play a huge part in long term success
If you are out and about, almost anywhere, it’s not long before you see a Starbucks. An organisation that has seen enormous growth over the past 30 years, mainly due to its former chief executive who joined the company in 1982, became executive chairman in 2016, and who retired from that position at the beginning of June this year – Howard Schultz.
Schultz originally came from a poor background but demonstrated entrepreneurial leadership, a critical factor being his willingness to serve the community. Despite his accrued wealth, he said: “I never define myself by net worth. I always try to define myself by my values.”
He cared about people, creating a partnership with Arizona State University, which allowed Starbucks employees working 20 hours or more a week to qualify for free tuition through online courses. His foundation promotes employment for young people between 16 and 24 who are neither in school nor working, and also supports veteran’s transition from military to civilian life. He understands his role was not only to lead but also serve: “Starbucks has a role and a meaningful relationship with people that is not only about the coffee.”
He is also concerned with income inequality, which might even motivate him to enter politics.
He was determined too. When he joined the company, Starbucks had just one store at the Pike Place Fish Market in Seattle, which still exists. By 1987 there were 17 stores (the first to open in England was in 1998) and by 2015 there were over 22,000 all over the world.
So can you be values-oriented and be commercially successful? It seems so. In fact, according to Jim Collins, author of Level 5 Leadership, it is essential to have such a willingness to serve as well as being focused. In his article written for the Harvard Business Review, Collins followed several companies that continued to be successful even after times of economic instability. Not just for a short time, he recognised that it might be possible to make reactive decisions that make a company look more successful on paper, but for a significant period of time.
What was it about the leaders of those organisations that ensured financial success, for years? He called it the ‘triumph of humility and fierce resolve’. They all seemed to demonstrate humility and determination, just like Schultz. It is important to be determined to succeed, to learn from mistakes, understand market demands and trends but also be committed to values, living and breathing them throughout the culture of an organisation, in order to be able to build a resilient business together. Schultz knew the importance of surrounding himself with the right team: “When you’re surrounded by people who share a passionate commitment around a common purpose, anything is possible.”
His ego did not get in the way either, quite the opposite, he said: “Surround yourself with people who have experience and skill base beyond your own.” And Jim Collins agreed.
