霍華德·畢哈:1989年加入星巴剋,擔任高級主管,這一年,星巴剋隻有28傢分店。他曆任星巴剋銷售部和運營部的執行副總裁、國際部總裁,以及星巴剋北美區總裁。自1996年以來,他還一直是公司董事會的一員。他和妻子森恩現住在美國西雅圖市。
珍妮·哥德斯坦,是一名齣版顧問,她與眾多企業傢、商界領袖以及非營利性組織都有過閤作。她現住在紐約。
“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.
一、忠于“我的”和“我们的“价值观与理想 1、一个团队中唯一不应受到批评指责的东西应该是它行事的基本哲学。价值观不能妥协。 2、星巴克要以能培育并激励“人”的精神而闻名于世。“以人为本”不是口号、不是手段、而是全部价值观。 3、在星巴克,我们在有目的地尽力提高...
評分原则上来说这本书并不算好书(或者可以算是烂书), 国内的出版社在翻译出版时, 非常功利的把其定位为"经营秘诀", 书名的翻译就有点哗众取宠了. 另外里边提到的法则, 其实都是普适的. 但她解答了一直以来我自己对星巴克的疑问. 其实我喜欢私人咖啡馆而鄙视星巴克的咖啡, 因为那...
評分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...
評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...
豆瓣昨天發郵件告訴我這本書讀瞭兩年還在讀,於是,今天在咖啡店把剩下的看完瞭,之前感受最深的是第十章:Dare to dream:Say Yes,the most powerful word in the world.今天再讀,最喜歡的是第五章:Listen for the truth:The walls talk. 開頭即引用瞭一句佛語:Compassionate emptiness. 書裏有很多發生在星巴剋的事,挺好看的。英文非常流暢簡單,可直接讀英文版
评分make sense
评分生活的大敵是漠不關心
评分make sense
评分豆瓣昨天發郵件告訴我這本書讀瞭兩年還在讀,於是,今天在咖啡店把剩下的看完瞭,之前感受最深的是第十章:Dare to dream:Say Yes,the most powerful word in the world.今天再讀,最喜歡的是第五章:Listen for the truth:The walls talk. 開頭即引用瞭一句佛語:Compassionate emptiness. 書裏有很多發生在星巴剋的事,挺好看的。英文非常流暢簡單,可直接讀英文版
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