It’s Not About the Coffee: Lessons on Putting People First from a Life at Starbucks by Howard Behar

Summary

In 'It's Not About the Coffee,' Howard Behar, former president of Starbucks, delves into the leadership philosophies that helped transform the company culture. Focusing on people-first principles, Behar shares his belief that caring for employees is the key to driving any organization's success. Through personal stories and practical advice, he highlights how values-based leadership can create passionate teams and loyal customers. The book challenges readers to lead with authenticity, integrity, and genuine concern for others.

Life-Changing Lessons

1. Put people before profits—creating space for individuals to grow leads to greater success for the organization.

2. Authentic leadership requires that you know, adhere to, and express your values, even in challenging times.

3. Listening with intent and empathy unlocks trust and innovation within a team.

Publishing year and rating

The book was published in: 2007

AI Rating (from 0 to 100): 89

Practical Examples

1. The Power of the 'First Name' Badge

   Behar advocated for all Starbucks employees, regardless of position, to wear badges with their first names. This fostered a sense of equality and respect among workers, breaking down the hierarchy and making everyone feel valued. Over time, this small gesture contributed to a strong sense of community within the company.

2. Encouraging Open Communication

   Starbucks stores adopted a policy where employees could offer honest feedback—both positive and constructive—to their supervisors. This empowered team members at every level to voice opinions, driving engagement and continuous improvement. Behar recalls how these open dialogues often led to innovative solutions and problem-solving.

3. Values Cards Distribution

   Behar introduced the practice of distributing cards printed with Starbucks' core values to all employees. He believed that making the company's guiding principles visible and tangible would help everyone stay aligned and motivated. Employees often referenced these cards in daily decision-making, reinforcing a unified direction.

4. Leading by Example During Store Visits

   Whenever visiting stores, Behar made it a point to interact with baristas and staff—asking about their lives and listening to their ideas. This personal attention made employees feel seen and respected, showing that upper management cared for individuals, not just numbers. His presence boosted morale and trust companywide.

5. Admitting Mistakes Publicly

   Behar recounts instances when he openly addressed leadership mistakes with his team. Instead of hiding errors, he saw such honesty as a way to foster accountability and learning. By modeling vulnerability, he inspired employees to be more open and proactive in solving organizational challenges.

6. Empowering Employees to Make Decisions

   Behar encouraged managers to empower front-line employees with the authority to resolve customer complaints directly. This reduced bureaucracy, improved customer service, and showed staff that the company trusted their judgment. It also led to increased confidence and skill growth among employees.

7. Personal Mission Statements

   Behar recommends that every leader write and share a personal mission statement, clarifying their values and intentions. Many team members who adopted this practice found greater satisfaction and clearer purpose in their work. The culture of self-reflection contributed to alignment within the company.