霍华德·毕哈:1989年加入星巴克,担任高级主管,这一年,星巴克只有28家分店。他历任星巴克销售部和运营部的执行副总裁、国际部总裁,以及星巴克北美区总裁。自1996年以来,他还一直是公司董事会的一员。他和妻子森恩现住在美国西雅图市。
珍妮·哥德斯坦,是一名出版顾问,她与众多企业家、商界领袖以及非营利性组织都有过合作。她现住在纽约。
“At Starbucks, the coffee has to be excellent, from the sourcing and growing to the roasting and brewing. The vision has to be inspiring and meaningful. Our finances have to be in order. But without people, we have nothing. With people, we have something even bigger than coffee.”
During his many years as a senior executive at Starbucks, Howard Behar helped establish the Starbucks culture, which stresses the importance of people over profits. He coached hundreds of leaders at every level and helped the company grow into a world- renowned brand. Now he reveals the ten principles that guided his leadership—and not one of them is about coffee.
Behar starts with the idea that if you regard employees and customers as human beings, everything else will take care of itself. If you think of your staff as people (not labor costs) they will achieve results beyond what is thought possible. And if you think of your customers as people you serve (not sources of revenue) you’ll make a deep connection with them, and they’ll come back over and over.
This approach has been integral to Starbucks from the start, and remains so today. Behar shares inside stories of turning points in the company’s history as it fought to hang on to this culture while growing exponentially. He discusses the importance of building trust, facing challenges, daring to dream, and other key principles, such as:
• Know Who You Are: Wear One Hat
When organizations are clear about their values, purpose, and goals, they find the energy and passion to do great things.
• Think Independently: The Person Who Sweeps the Floor Should Choose the Broom
We need to get rid of rules—real and imagined—and encourage the independent thinking of others and ourselves.
• Be Accountable: Only the Truth Sounds Like the Truth
No secrets, no lies of omission, no hedging and dodging. Take responsibility and say what needs to be said, with care and respect.
• Take Action: Think Like a Person of Action and Act Like a Person of Thought
Find the sweet spot of passion, purpose, and persistence. “It’s all about the people” isn’t an idea, it’s an action. Feel, do, think. Find the balance, but act.
Behar believes that as work becomes less hierarchical and as the world economy becomes more and more about relationships and connecting, the principles of personal leadership are more important than ever. This book will show you the way.
这是一本写满了金玉良言的书。 这世界上有许多的金玉良言,有许多既有影响力又有权威的金玉良言,有许多充分考虑了人的懒惰与欲念的金玉良言。但金玉良言是经过了理想化和简单化提炼的结果,它们对生活实践无疑会有帮助,却绝不可能解决后者的所有问题,甚至,在最悲观的情形...
评分 评分管理者要做真实的自己,用信仰去面对挑战,在工作中有担当。 做真实的自己。我们思考问题的不同频道,就像不同的帽子。找到适合自己的帽子,是推动工作前进的关键。做真实的自己,了解自己的价值观,真实地区面对挑战和失败。按照自己的激情去选择工作,做自己喜欢的事情,成就...
评分标题有些矫情,当把这样的信息传递给朋友后,得到的第一个反应是,你真小资。语气含意复杂。 但这还真是近段时间我在星巴克所做的事情。 约朋友聊天。冬日中午没胃口时去那儿晒太阳。无聊时的歇脚以及刻意坐车四十分钟去最爱的那家店看一下午的书。 聊天时是有点吵,但也不是说...
评分这是一个相当欠扁的题目,但这确实是霍华德•毕哈传授给我们的成功经验之一。 为了证明这句话真实地反映了霍华德•毕哈的意思,我不得不照抄书中的部分文章:“白帽子代表的是中立、客观的思路;黑帽子代表的是某种更倾向于否定的消极思维,而绿帽子代表的是多产的、创作型...
生活的大敌是漠不关心
评分make sense
评分豆瓣昨天发邮件告诉我这本书读了两年还在读,于是,今天在咖啡店把剩下的看完了,之前感受最深的是第十章:Dare to dream:Say Yes,the most powerful word in the world.今天再读,最喜欢的是第五章:Listen for the truth:The walls talk. 开头即引用了一句佛语:Compassionate emptiness. 书里有很多发生在星巴克的事,挺好看的。英文非常流畅简单,可直接读英文版
评分生活的大敌是漠不关心
评分make sense
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