From Howard Schultz's MasterClass
Don't Manage. Lead.
People don’t want to be managed. Howard gives advice on how to effectively lead your team.
Topics include: Establish a Standard of Excellence · Performance Appraisals and Feedback
People don’t want to be managed. Howard gives advice on how to effectively lead your team.
Topics include: Establish a Standard of Excellence · Performance Appraisals and Feedback
Build a Business That Lasts
Former Starbucks CEO Howard Schultz rose from a childhood in public housing to leading a company that revolutionized the way the world drinks coffee. With no formal business education, he relied on his values while growing a 13-store chain into a global brand with more than 250,000 employees. In his 90-minute video series, Howard shares what he’s learned about business leadership and being an entrepreneur.
Reviews
Howard Schultz is a master in leadership especially the way he tells stories
Great perspective on entrepreneurship and management, especially managing people and organisational culture.
Being a startup entrepreneur I learned A LOT from this couse that I can apply directly. Thx to Mr. Schultz for all the inspiring insights and to MASTERCLASS for giving me the chance to sit down with him "one on one"!
He makes it sound so easy. He is a leader, someone to emulate. I felt a connection to him. Of course, I have admired and enjoy Starbucks. He is undeniable able to lead a company/country from near financial & morale collapse to be back on top and leader again.
Comments
As someone who has managed before, I have to say that I have heard many times before in lectures from great business leaders and speakers that we should not manage but lead. But is that true only for other high performing business people? I had a team of 12 at one point which consisted both of business professionals as well as unschooled people who treated this just like a job for some cash and didn't care at all about the company. Of course though, you need lower wage people who were our clerks, our inventory handlers, our shipping dock people, etc. Can you truly say they don't need to be micromanaged? Do these lower income people need more management? Or is it just harder to find people who view such lower wage jobs as a career that we appreciate?
I like the way this is expressed, with the emphasis on leadership rather than management.
I have found first to have the other person's welfare always in mind, then be direct honest without being harsh and help them figure out what needs to be done. It is harder for someone to get mad at you if you are helping them understand what they need to do! Not impossible, just harder!
Sounds so easy, but it's a helluva work to do so. People start with small, very inconspicuous habits and if you don't catch the signs early on, you'll have a lot of fun to reinstall a common ground of rules and stigmas that define a great habitat for an outstanding performance. So it's being in the mud and playing good cop, bad cop. Guidance comes in many ways and many faces.
What do you think about giving harsh reviews, so you a weaker person will give up an quit? Assuming that you want to get rid of them.
Powerful sessions. When your team gets better, your company gets better. It is essential for the leader to have a relationship with the people are your team.
Lesson Plan
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Good lesson. The ending wasn't great for me. I interview several people every year, this day in age it is not acceptable to ask them about kids, spouse, home life, etc... I agree knowing who they are as a person is the most important part. But I do not think interview questions are a good way to go about it.