Howard Schultz Quotes

You have to treat your employees like your customers. When you treat them right they will treat your outside customers right.

The Panda mission really speaks to our philosophy. It is, 'Deliver exceptional Asian dining experiences by building an organization where people are inspired to better their lives.' I'm talking about everyone who works at Panda. They're inspired to better their own lives.

It is important that you appreciate that the workplace must be a place of empowerment, but the empowerment must not only be connected to the job that you do.

As a CEO, you get sucked into dealing with all the tasks of being a CEO. There's a big meeting, a big discussion, and you get into all the big issues, which is your job. But what CEOs often lose sight of is that it's all about the people who work for you. For every 1,000 decisions, 999 were being made when I was not in the room.

You can employ men and hire hands to work for you, but you must win their hearts to have them work with you.

Do you have a real interest in people who work for you? Most good leaders have that - it's hard to get someone to follow you if they feel like you hate 'em.

The supermarket chain Whole Foods has quite a radical employee empowerment program, where employees get to decide whether another employee can work in their team or not. If they think this person's a slacker, doesn't have good ideas, they can vote and say, no, we don't want this person to be working with us on the vegetable aisle.

Treat employees like partners, and they act like partners.

Never ask your employees to do something you wouldn't be willing to do yourself.

Most CEOs walk around the office like we own the place, without realizing that the place itself isn't worth owning: a business's value comes from the people who walk out the door every night, who have to decide each morning whether to walk back in. One of the simplest things you can do as a leader is honor their choice and appreciate their work.

Train people well enough so they can leave, treat them well enough so they don't want to.

I have certain beliefs about how people should treat employees and how companies should be run, but I was really surprised though this process to learn that those beliefs are actually good business.

Always treat your employees exactly as you want them to treat your best customers. You can buy a person's hand, but you can't buy his heart; his heart is where his enthusiasm is. You can buy his back, but you can't buy his brain. That's where his creativity is. Treat employees as volunteers just as you treat customers as volunteers, because that's what they are. They volunteer the best parts - their hearts and minds.

Create the kind of workplace and company culture that will attract great talent. If you hire brilliant people, they will make work feel more like play.

Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.

You really have to understand this isn't a business where you sit in the back room and do calculations - you have to be very concerned about employees and customers, because that's really what's going to bring you success.

Just the act of listening means more than you can imagine to most employees.

Hire the best people, and trust what you hired them to do.

Corporate culture matters. How management chooses to treat its people impacts everything - for better or for worse.

The way I would measure leadership is this: of the people that are working with me, how many wake up in the morning thinking that the company is theirs?

You are only as successful as the people who work for you want you to be.

I think I've done a good job in the industry from the standpoint of employee morale and customer satisfaction, and as an innovative thinker in tech.

It's unfortunate that you don't see the loyalty from management to players and players to management like we used to see in the old days.

If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.

May Honor be given to whom Honor may be due.