The head shed is asleep at Starbucks

Starbucks recently announced that it would be closing a small percentage of its stores. About 1% actually. In response, the stock notched up a bit. The goal: improve profitability. I had read that news with a reaction I have had often when companies announce they will be shrinking and letting people go: it’s one of the dumbest decisions that leaders make.

The capital invested to lease properties, buy equipment and supplies, get the permits and licenses is significant for each new location. Recruiting, hiring, training and leading teams of staff to serve customers takes a long time. It also takes time for the customer loyalty to be built. When a corporation’s leaders decide they must unwind all that investment of money, time and effort, it is an admission of leadership failure. There’s no other interpretation possible.

In my neighborhood, there is a Starbucks store that opened in 2000. I have been its customer weekly and daily for all of its existence. Lots of people in Kensington have similarly been faithful customers over the many years the store has been here. And while the range of product offerings has grown, the attraction to this store has always been the people: the staff and customers who have formed a strong friendship over the years, creating a community of friends that have made a huge difference in my quality of life as a resident of Kensington.

That quality of life has just gotten worse, because the Starbucks at 4134 Adams Avenue is closed as of tomorrow. The staff and the community just found out yesterday.

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My MAGA friend

I’ve written to you about my MAGA friend, but it’s been a while. We are meeting for lunch Friday for one of our periodic confabs.

Brian and I go back maybe 30 years. I met him when I was an advisor to a company he worked for. I had a consulting company for many years, and one day a client of ours, where Brian worked, called and said that they had a shooting at the company, a dead employee, law enforcement onsite and wondered what they should do for the employees who witnessed one of their co-workers killed.

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Why do you want to lead?

Some people, maybe a lot of people, don’t consciously choose leadership in advance.  They are invited to become a manager when they are excelling in their work.  The pay and the title are attractive.  So, they step into the job without truly understanding what it means.  Over time, they may be happy they did accept the role, or they might find they don’t really like the added accountability, the lack of direct control over the results they are responsible to achieve, the constant demands on their time, dealing with human relations issues, etc.  Every leader should examine their motives to lead.

Here are the five reasons I’ve catalogued in my observations of human behavior, as to why a person pursues a leadership role and career:

  • Higher income
  • Desire to have more autonomy and control over decisions
  • A desire to help other people and be recognized for that
  • Wanting to feel the elevation of status, prestige and advancement that comes with leadership positions
  • The job needs to be done by someone, and there’s no one better volunteering

These various motivations to be a leader can be operating singly or in combination.  Let’s take a look at each.

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George Carlin would have a field day

Carlin had a perspective of humanity driven by the counter-culture zeitgeist of his era and probably assisted by the mind-altering effects of hallucinogens. His early material centered on nonsensical language–what words mean and don’t mean, which words are arbitrarily acceptable and which are not–how we use language to obfuscate, to appear erudite and smart.

Nowhere is such language more opaque, while at the same time impressive to the ear, than the jargon of business. Here is something I read this morning on my LinkedIn feed, related to artificial intelligence and its development as a tool for productivity in a business:

“It takes work to reimagine workflows, upskill and build capability, establish governance, and build a stable, scalable tech platform to see tangible outcomes and value creation gains. This cannot be done in sequential steps but rather constant parallel pathing, and this work is real, tangible and frankly hard.”

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