As some of you may already know, prior to working for the Diocese of
which includes a siren and has strong connotations to the sea-faring
Truro I spent seven years working for Starbucks Coffee Company in a
traditions of the early coffee traders.
variety of roles. During some of that time I worked as a ‘trouble
Executive – joined the company in 1982 and on a trip to Italy the
shooting’ manager and would go into stores which were in between
following year he became passionate about bringing the romance of
managers and try to sort out some of the problems prior to the new
the Italian coffeehouse culture back to the United States. This was
appointment being made. You may begin to think that perhaps this
encapsulated in his vision to create a “third place” – somewhere
bears more similarity to Ramsay’s Kitchen Nightmares than the
between work and home where people could relax, enjoy
Church of England! However, Richard asked me to come and talk
conversations and have great coffee. This is the essence of Starbucks
about my role and the similarities between struggling stores and
and a considerable amount of time and money is spent training staff in
struggling parishes. Many of you have been in post for much longer
the Starbucks culture and mission statement. Every employee builds
than me and are far more experienced in working with parishes but I
up bean stock or shares in the company during their service and as
do hope that from drawing on and highlighting some of the techniques
such all are called partners regardless of their position. From my own
I have used we can discuss together how this could translate to parish
experience they were a very good company to work for.
life.
My intention therefore is to begin by telling you a bit about
initiatives always included rewards for success, partner development
Starbucks; its aims, history and culture, to consider the similarities and
was encouraged, considerable training was provided and everyone was
then to take you through some of the techniques I would use when
really helped to know the product with an average of three coffee
working with a store and finally finish with a plenary session to share
tastings taking place each day in each store. Bonuses are not just given
ideas about how we might be able to support struggling parishes.
to managers but every partner within a store receives a share,
So, Starbucks Coffee Company was founded in 1971 in Seattle by three
partners. The name Starbucks actually comes from the novel Moby
Dick – the character ‘Starbuck’ who was the first mate that enjoyed
drinking coffee. This perhaps also explains some of the branding
Howard Schultz – Chief
New
recognising that it is a team effort and in line with their aim to make
sure that growth does not dilute the company culture with the goal of
leadership being to act like a small company. The overriding intention
being that happy, well informed partners; will be able to best provide
doing it myself I would often delegate that to a particular partner and
excellent customer service and take ownership of their stores.
give them the responsibility of running it.
So, the similarities…asking the staff at Diocesan House in Truro about
some of the characteristics which they would associate with a
struggling
parish,
they
noted:
cold
church
buildings,
small
congregations focusing on themselves, grumpy, rude people, a lack of
giving to support mission and altogether run down and worn out.
When asked what they would consider to be the characteristics of a
struggling coffee shop the following suggestions were made: rude staff,
dirty crockery and worn looking store, untidy tables, disinterested staff,
few customers and no atmosphere. Already you might be drawing
some tenuous connections?
The first steps would be to go into the store and work with the team
for the first week-ten days. During this time I would always lead by
example and make sure I was both following the correct procedures
and willing to do all the jobs, including cleaning the toilets. I wouldn’t,
at this stage pull anyone up for not doing things correctly although I
would answer questions if partners requested clarification on certain
aspects.
feedback on what they thought was great about their store and what
things they would like to change. In the vast majority of instances the
things that they would like to change would in fact be attributed to
where they themselves had chosen to deviate from the rules. It is
however, really important that they themselves come to see the need
for change and buy into that. Involving them in the process of how,
only works if their ideas are listened to and they are given responsibility
for undertaking part of the process. They need to understand the need
to change – not just be told that the change needs to happen (L-P
Transition Curve).
The general feeling in a struggling store is often that they are not in
control of anything and therefore want to rebel against head office,
they are not proud of their store but defensive of criticism and they are
used to being known for poor performance and so almost try to be the
best at that that they can be! The benefit of all this negativity is that
the only way is upwards and therefore even small changes can make a
significant impact. Making one element a particular focus can help
generate more of a team spirit and inspire them to feel that they can
During the first team meeting I would begin with a coffee tasting,
encouraging partners to re-connect with the project.
I would then ask for
Rather than
compete with other stores and do as well.
The first team meeting is a good opportunity to get the team to sign up
to change and for there to be a fresh start for everyone. They are
unhappy with the store and therefore you are there to support them to
improve it within the guidelines set out by Starbucks and therefore it is
important to remind them of the Starbucks standards and re-train
where necessary. Obviously this has to be handled really carefully
because some members of the team will feel that they know it all. The
team meeting can be used to agree priorities together and put some
manageable milestones in place which the team can then not complain
Sorting out the internal issues with the team is fundamental before
looking outwards and focusing on customer service. Once the team
are clear and sure of their role they will begin to be keen to start
making progress. If work is done initially in customer service and
outward looking work then there is a risk that it will fall apart quickly
as the underlying tensions within the team will quickly break down the
outward facing success.
One area which is particularly important is getting partners to know
about because they have all had an input in the decision.
It is fundamental to identify early on who you will be able to work with
and delegate those people specific areas of authority. There will also
be, probably one but maybe two people who won’t want to change and
will be comfortable remaining negative. Those people need to be
consistently given the message of change and treated absolutely fairly
but in virtually every case they have had to leave.
Joy – Sainsbury’s café mystery shopper latte
They are the
the product and to be experts. This helps them to not only take pride
in their work but also to feel confident answering questions from
customers and in turn builds customer respect for the team. Coffee
tastings were a good way of doing this and aiming to do three a day
ensured that the continual focus was kept on the coffee – the reason
that we were all there.
gatekeepers preventing improvement but it is important not to go in
‘Surprise and Delight’ was an ongoing Starbucks initiative aimed at
and remove them immediately but to earn the trust of the rest of the
connecting with customers and this was an excellent tool to use with a
team before hand and then to re-enforce that you are serious about the
struggling store as results were instantaneous. The idea was exactly as
change and that you will not be undermined.
it says on the tin. All partners were delegated the authority to ‘surprise
Jackie – toast and mother role
and delight’ customers with free samples of coffee, merchandise, etc.
Free drinks coupons were also available and if any customer was even
slightly dissatisfied I would encourage the team to give them out,
As you can probably tell, I thoroughly enjoyed my time working for
especially to give a coupon rather than a free drink because the coupon
Starbucks and their just say yes culture helped to inspire people to look
would ensure they returned and give us a second opportunity to
for solutions rather than manage problems and resent change. I learnt
connect effectively with that customer. Also, even if the discontent
some really valuable lessons in management whilst I was there, but in
was incredibly minor, it meant that the customer felt even more valued
doing so I did make many mistakes and it was through giving me the
and impressed by the level of customer service.
freedom to experience those that I have been able to develop my
Once a good standard is achieved it is important to encourage partners
to develop and feel that they can progress within the role by giving
them the freedom and authority to try new things. One example, a
member of the team was about to leave when I took over, I asked
management skills:

Always lead by example e.g. cleaning the toilets

Always have high expectations and be clear and fair with the
rules – 10 minutes volunteering for the store etc.
what he was interested in and what he was going to do if he left, he
was going to look for another same level retail job. I encouraged him

Always delegate even when there is a risk, how else will others
to take on being coffee master for the store. He was so passionate
learn and very rarely are the risks catastrophic!
about it that within a few months he was District Coffee Master and a
encourages ownership
It also
few months later he became Regional Coffee Master and took part in
trips to Tanzania and Holland and at the same time raised the profile
of our store and encouraged our other partners to excel in their own
area. The more the partners believed in the store and took ownership
for its success, the more could be achieved. Some of the managers
who tried to do everything themselves not only wore themselves out
but found that everything fell apart when they stepped out of the store
whereas it should really run even better in your absence!

Always introduce new initiatives positively

Always think of the consequences of what you are trying to
achieve from a different perspective…having the end in mind
before you begin

Always invest time in your staff, valuing what they do because
you cannot do it on your own. Partner of the month award
etc.

Apologise when you’re in the wrong (you’re only human) and
always say thank you.
In earning their respect, they will do almost anything you ask.
Some techniques:

Assault course

Market research – with a different chain of stores, asking them
for their feedback on how they felt

When training managers using the BUT/AND exercise
i.e. We are going to start a family service…..
Plenary session – what are the lessons which we can transpose to
a parish?