“If you’re listening to this, you are the resistance. Listen carefully, if we attack tonight, our humanity is lost. Command wants us to fight like machines. They want us to make cold, calculated decisions. But we are not machines! And if we behave like them, then WHAT IS THE *POINT* IN WINNING?” -John Connor, Terminator Salvation
Observations In Daily Leadership at Starbucks
General George S. Patton once said, “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” I think that this is definitely the case when it comes to Starbucks.
Earlier this year, during my trip west, I spent some time with my sister in Long Beach, CA. While there, I spent a couple of mornings at the local Starbucks cafe reviewing documents from my Dale Carnegie Instructor Refresher training.
During that time, I sat in a chair that was fairly close to a back table where the store manager was undergoing her store review with the area manager. They did all of the usual stuff like sales numbers and marketing promos. They also discussed the people working in the store, which they referred to as partners.
I had seen the process before. We use it regularly in our Leadership Training for Managers program. However, the store manager, Carolyne, was just outstanding. During this process, she identified a unique personal endeavor that was outside the scope of work for each of her partners. She also identified several strengths that each individual possessed. And she described her process for rotating her people through different positions, challenging them to use their skills in solving new problems.
During my time as a sales rep for Dale Carnegie Training, I contacted and interviewed a number of managers and supervisors. Some of them took the attitude that their people were supposed to perform their tasks because “it was a part of their job description”. One person, who shall remain unidentifiable, was a Human Resource rep who stated, “why should I bother showing appreciation to a worker for a job that they are getting paid to do?”
Leadership And Motivation – A Different Perspective
If we look at things from the “worker’s” perspective, then we see a person who has a certain skill set which they are selling to the highest bidder. They are interviewing potential purchasers, called employers, and they will receive a number of bids, called job offers. They will then make a decision based on the highest bidder.
Here is something to remember; commerce isn’t always measured in dollars and cents. There are a quite a few individuals who have walked away from very lucrative jobs because they wanted less stress, more time with their families, a new challenge, and sometimes, just a little appreciation from the boss. As we say in the Leadership Training for Managers program, you lead people and you manage processes. You can’t treat people like machines.
So if you’ve got team members who are watching the clock every day and doing just enough to keep from getting fired, maybe it’s time to look at the way they are being motivated.
A Quick Leadership Exercise
Try this. Sit down, right now, with a pad of paper. Legal pads work well for this. You will need a separate sheet of paper for each member of your team. For each individual, write down:
- Their name.
- Five strengths that you see in them.
- Two processes that they can do to strengthen themselves.
- One thing that they are passionate about outside of work.
You can use this exercise as a management tool when you get in tomorrow morning. You can also use it right now to reveal where you can improve yourself as managers.
Carolyne took a personal interest in her people. Did they love her for it? I don’t know. I’m willing to bet that some partners didn’t like it when she gave them tasks that forced them to do things that they weren’t comfortable doing. But I’ll also wager that they respected her for it and appreciated her when she praised them.
Some of the best managers that I have worked with were not necessarily the ones who were nice. They were the ones who challenged me, gave me just a little bit more responsibility than I could handle, and showed appreciation for an all out effort.
We reserve a special word for those kinds of managers.
We call them leaders.