Howard Behar featuring Janet Goldstein

Lynn, Sarina and Michael, Scott and Kim and our four wonderful grandchildren Sydney, Ella, Matthew and Zoe, who find it so easy to say yes to everything they ask.

Translator M. Sukhanova

Corrector O. Ilinskaya

Computer layout A. Abramov

Cover artist A. Mishchenko

Copyright © 2007 Howard Behar

© Edition in Russian, translation, design. Alpina Business Books LLC, 2008

Published under license from Portfolio, a division of Penguin Group, USA

© Electronic edition. Alpina Publisher LLC, 2012

All rights reserved. No part of the electronic copy of this book may be reproduced in any form or by any means, including posting on the Internet and corporate networks, for private and public use, without the written permission of the copyright owner.

Works in the world are like dirt.

Made somehow, she gets her hands dirty, crumbles to dust.

But a thing worthy of masterful execution is perfect in form, pure, and its essence is undoubted.

Greek amphorae for wine or oil, Hopi Indian pots for storing grain are exhibited in museums, but we know what they were intended for.

The pitcher asks for water to be poured into it, and the man asks for a real job.

Marge Piercy. Be needed

Although this book is titled It's Not About the Coffee, it's about coffee, of course: it's about people and about coffee. Without the people who buy, roast, deliver, prepare and serve coffee, we wouldn't have Starbucks. The true essence of Starbucks is precisely that there is no coffee without people.

And a second note in the same vein: Although this book is about Starbucks corporate culture, you won't find what it says in any official company manuals. In fact, there are no recipes for successful promotion at Starbucks, and there is not a single document that prescribes the leader to use any tricks or adhere to certain views. With us, everyone must find their own way to bring value to the organization and the people we work for. Many books and articles have been written about Starbucks from a variety of perspectives. Here I talk about my personal journey, the lessons that I learned, applied and passed on to others - both before becoming one of the leaders of Starbucks and during my time at the company. It is my humble hope that these principles and my experience will help you find your way to success and the realization of your most daring ideas.

I am honored to present to the reader Howard Behar's book on the principles of leadership that he lived and acted upon during his time at Starbucks, and I am proud that Howard has placed such trust in me. This is the most serious and sincere person that can be in the world, he is absolutely alien to any pretense or boasting. Howard is always truthful—whatever the truth may be. His assertive style helps him quickly cut through irrelevant layers and get to the bottom of things. And he is distinguished by exceptional ardor, emotionality and complete inability to hide his feelings. You always see his position (and at the same time yours), and we always stand shoulder to shoulder in any trials, whether they concern one of us personally or our organization.

As a leader, he is a treasure trove - a born leader with a skill set that surpasses that of the CEOs of many, many companies. That Howard chose us in 1989, when we were a small regional company, is a great stroke of luck for me, for Starbucks, and for himself, I think, too. From the very first days of his stay with us, he stood for the fact that "our business is the people we serve coffee to, not the coffee we serve people."

This action-packed and practical guide is a book about people and the importance of always thinking about them first; about the role we all play in creating a corporate culture that gives the company life, supports its development and movement forward.

At Starbucks, Howard consistently showed us that a great business must have a conscience. His own tenure of over thirty years in leadership positions is a great example of how one can thrive by doing good deeds. Thanks to Howard's help and guidance, I have become a much stronger leader, and I am well aware that the source of his incomparable influence on me, our employees and our clients is not only experience, but also an unfailing benevolence, combined with great love for our case.

Looking back at the history of Starbucks achievements, we can see that everything turned out surprisingly timely. First of all, we seem to have always been able to find the right person for the right job at the right time. If Howard Behar and Orin Smith had not come to us some time ago, the company would have developed very differently, so now we would certainly be far from the current level of entrepreneurship and ingenuity. And we would also really lack that special chemical compound that was made up of the three of us: we understood each other almost without words, equally seeing both the goals and the ways to achieve them.

In order to understand the dynamics of our relationship, it seems to me that we need to start with the following fact. I want to dream, dream, dream, and Howard is also happy to dream, but before rushing to his big dream, he will definitely step back five steps and see what could be wrong here (even if it is an idea that he wholeheartedly supports and longs to implement). This dynamic, with its creative conflicts, has left its mark on the entire activity of the company, where optimism is combined with caution. We have never cornered. The company's point of view on different issues could change, but we always moved in the same direction. We have never had a dispute about the goal to which we are going - only about the ways to achieve it.

Orin provided a balance between different paths, as well as financial management and the related know-how we needed. Despite the fact that I was formally considered the head of the company, everything was based on an exceptionally deep respect for each other, without a single hint of "divide and conquer." Our tripartite alliance was aptly dubbed H 2 O by the staff (from the initial letters of the names - Howard, Howard, Orin). We have become a necessary ingredient of the company, like water for coffee.

Howard and I spoke in the language of trust. Both knew the sacrifices (understood by only a few) required the creation of the organization. Being a leader requires you to inspire confidence, which makes it difficult for many of us to show our vulnerability or doubts, and can make us very lonely. Howard and I could share with each other. The conversations between us were about strategy, but were built around our own dynamics. From them came all the achievements of the company.

And Howard, like no one else, knew how to get his way. Here's a story we don't often hear about how the company almost died in late 1989. We opened a coffee shop in Chicago to show potential investors that the Starbucks concept wasn't a local phenomenon, but we failed when we tried to raise additional funds. . Howard told me, "I'll go to Chicago and stay there until everything is done right." He knew that Chicago employees needed to believe in what they were doing, to understand that their task was greater than the role of each of them and even the entire cafe, that their efforts meant a lot.

By going to Chicago, Howard showed what it really means to care for people, demonstrated his famous ability to rally a team and the practical application of the principles outlined in this book. His charisma, coupled with a fervent commitment to our goals, helped lift the morale of the entire company, which had an immediate impact on productivity.

Lynn, Sarina and Michael, Scott and Kim and our four wonderful grandchildren Sydney, Ella, Matthew and Zoe, who find it so easy to say yes to everything they ask.

Translator M. Sukhanova

Corrector O. Ilinskaya

Computer layout A. Abramov

Cover artist A. Mishchenko

Copyright © 2007 Howard Behar

© Edition in Russian, translation, design. Alpina Business Books LLC, 2008

Published under license from Portfolio, a division of Penguin Group, USA

© Electronic edition. Alpina Publisher LLC, 2012

All rights reserved. No part of the electronic copy of this book may be reproduced in any form or by any means, including posting on the Internet and corporate networks, for private and public use, without the written permission of the copyright owner.

Works in the world are like dirt.

Made somehow, she gets her hands dirty, crumbles to dust.

But a thing worthy of masterful execution is perfect in form, pure, and its essence is undoubted.

Greek amphorae for wine or oil, Hopi Indian pots for storing grain are exhibited in museums, but we know what they were intended for.

The pitcher asks for water to be poured into it, and the man asks for a real job.

Marge Piercy. Be needed

Forewarning

Although this book is titled It's Not About the Coffee, it's about coffee, of course: it's about people and about coffee. Without the people who buy, roast, deliver, prepare and serve coffee, we wouldn't have Starbucks. The true essence of Starbucks is precisely that there is no coffee without people.

And a second note in the same vein: Although this book is about Starbucks corporate culture, you won't find what it says in any official company manuals. In fact, there are no recipes for successful promotion at Starbucks, and there is not a single document that prescribes the leader to use any tricks or adhere to certain views. With us, everyone must find their own way to bring value to the organization and the people we work for. Many books and articles have been written about Starbucks from a variety of perspectives. Here I talk about my personal journey, the lessons that I learned, applied and passed on to others - both before becoming one of the leaders of Starbucks and during my time at the company. It is my humble hope that these principles and my experience will help you find your way to success and the realization of your most daring ideas.

Foreword

I am honored to present to the reader Howard Behar's book on the principles of leadership that he lived and acted upon during his time at Starbucks, and I am proud that Howard has placed such trust in me. This is the most serious and sincere person that can be in the world, he is absolutely alien to any pretense or boasting. Howard is always truthful—whatever the truth may be. His assertive style helps him quickly cut through irrelevant layers and get to the bottom of things. And he is distinguished by exceptional ardor, emotionality and complete inability to hide his feelings. You always see his position (and at the same time yours), and we always stand shoulder to shoulder in any trials, whether they concern one of us personally or our organization.

As a leader, he is a treasure trove - a born leader with a skill set that surpasses that of the CEOs of many, many companies. That Howard chose us in 1989, when we were a small regional company, is a great stroke of luck for me, for Starbucks, and for himself, I think, too. From the very first days of his stay with us, he stood for the fact that "our business is the people we serve coffee to, not the coffee we serve people."

This action-packed and practical guide is a book about people and the importance of always thinking about them first; about the role we all play in creating a corporate culture that gives the company life, supports its development and movement forward.

At Starbucks, Howard consistently showed us that a great business must have a conscience. His own tenure of over thirty years in leadership positions is a great example of how one can thrive by doing good deeds. Thanks to Howard's help and guidance, I have become a much stronger leader, and I am well aware that the source of his incomparable influence on me, our employees and our clients is not only experience, but also an unfailing benevolence, combined with great love for our case.

Looking back at the history of Starbucks achievements, we can see that everything turned out surprisingly timely. First of all, we seem to have always been able to find the right person for the right job at the right time. If Howard Behar and Orin Smith had not come to us some time ago, the company would have developed very differently, so now we would certainly be far from the current level of entrepreneurship and ingenuity. And we would also really lack that special chemical compound that was made up of the three of us: we understood each other almost without words, equally seeing both the goals and the ways to achieve them.

In order to understand the dynamics of our relationship, it seems to me that we need to start with the following fact. I want to dream, dream, dream, and Howard is also happy to dream, but before rushing to his big dream, he will definitely step back five steps and see what could be wrong here (even if it is an idea that he wholeheartedly supports and longs to implement). This dynamic, with its creative conflicts, has left its mark on the entire activity of the company, where optimism is combined with caution. We have never cornered. The company's point of view on different issues could change, but we always moved in the same direction. We have never had a dispute about the goal to which we are going - only about the ways to achieve it.

Orin provided a balance between different paths, as well as financial management and the related know-how we needed. Despite the fact that I was formally considered the head of the company, everything was based on an exceptionally deep respect for each other, without a single hint of "divide and conquer." Our tripartite alliance was aptly dubbed H 2 O by the staff (from the initial letters of the names - Howard, Howard, Orin). We have become a necessary ingredient of the company, like water for coffee.

Howard and I spoke in the language of trust. Both knew the sacrifices (understood by only a few) required the creation of the organization. Being a leader requires you to inspire confidence, which makes it difficult for many of us to show our vulnerability or doubts, and can make us very lonely. Howard and I could share with each other. The conversations between us were about strategy, but were built around our own dynamics. From them came all the achievements of the company.

And Howard, like no one else, knew how to get his way. Here's a story we don't often hear about how the company almost died in late 1989. We opened a coffee shop in Chicago to show potential investors that the Starbucks concept wasn't a local phenomenon, but we failed when we tried to raise additional funds. . Howard told me, "I'll go to Chicago and stay there until everything is done right." He knew that Chicago employees needed to believe in what they were doing, to understand that their task was greater than the role of each of them and even the entire cafe, that their efforts meant a lot.

By going to Chicago, Howard showed what it really means to care for people, demonstrated his famous ability to rally a team and the practical application of the principles outlined in this book. His charisma, coupled with a fervent commitment to our goals, helped lift the morale of the entire company, which had an immediate impact on productivity.

Whatever the issue was on the agenda, Howard always thought about people - this was required of him by a firm faith in our cause, loyalty to his word, respect for the truth. He taught us how to listen to all the people we serve, how to act in accordance with our values.

Howard understands how important it is to see an employee as a person first and foremost. People want to be near him because he elevates them in his own eyes, gives them the formula for success. By following at least some of the principles outlined in this book, you will become wiser, more productive, and achieve more as a person and as a leader.

Entrepreneurs and owners of small businesses in any industry; the early period is the most important in the life of any business, it is then that the main corporate values ​​and culture are formed;

Those who are at an early stage of their career and are striving to understand what a big dream means; use this book to identify your own values, define your goals, and develop the skills to help you stay on track.

Anyone who, working individually or in a team, wants to comprehend the value of human actions, raise the morale of a group or organization, improve the results of its work;

For business leaders trying to change the existing corporate culture or value system: this book will not let you forget how much is really possible;

To all organizations - commercial and non-profit - in need of good literature on leading people and building resilient structures.

Howard offers ten simple, concrete principles in his book that can guide you as a leader. This is a call to become the creator of your own life, work and the world that you are proud of. There is no better teacher in the world than Howard Behar.

Howard Schultz

Introduction
Only about people, about all people

There is no doubt that a small group of thoughtful and enthusiastic citizens can change the world.

Margaret Mead

“We are all people” - this phrase for me contains everything. None of us is really a client, a subordinate, a manager, or an owner. We are human beings, we are people.

Starbucks is a business of serving people, not customers. This means that our coffee must be first class in terms of growing, roasting and preparation. We also need a business vision that is meaningful and inspiring to ourselves, to the communities where we operate, and to everyone we serve. Of course, we can only do what we love if our finances are in perfect order. But without people we are nothing. And with humans, we have more than just coffee.

If you grow people, they will grow a business. This is the essence, and this is the highest priority. The better your employees are as people, the better they are as employees. By thinking of customers as people, you will connect with them, and they will return to you again and again to enjoy coffee and stay in a cafe. When you take care of the world around you, bringing something positive into it, it responds to you with the same care.

All my life I have been driven by the desire to learn, nurture and guide. As a child, I was a dreamer. However, I always wanted to get the job done, whether I was sweeping the floor in our family's grocery store, learning from the basics furniture sales at a salon owned by my brother and brother-in-law, or looking for the right employer when I was ready for more serious tasks. .

I have found that there are always people around me to learn from. And out of necessity, and because such was my desire, I became a student of myself and others, and what I mastered I put into practice. So I learned the power of goal setting and self-awareness, the meaning of trust and truthfulness. And how I learned from my mistakes, over and over again! It became clear to me what works and what does not affect me and those around me. And I'm still learning.

In fact, it wasn't until I failed in the business I loved that I got the chance to put the principles of leadership I learned into practice. The new management, which came to the company, did its best to increase profits and did it to the detriment of people. I did not have enough energy to overcome this culture that disgusted me, and I began to look for a place where I could succeed.

When contemplating my next move, I often found myself at Starbucks in Bellevue, near Seattle. And I have always been attracted to the service sector, so thinking about my future venture, I simultaneously made notes in my mind about the cafe in which I sat: they know their worth; they have a solid base; need to increase the number of seats.

In the end, when I had almost all the necessary paperwork ready to create my own business (I made such plans several times, but hesitated to implement them), the luminaries arranged themselves so that I got a job at Starbucks. This happened in 1989, at that time I was 44 years old. The life of the company was built around people, and I myself breathed the same principles, so we made the perfect couple. From day to day we put our philosophy into practice, tested its effectiveness, passed it on to others.

As my own path became clearer to me, and our idea of ​​creating a people-centered organization gained momentum, I increasingly shared my knowledge with others. I persuaded and pushed people, argued with them, delved into their problems. I went outside the walls of offices and meeting rooms, called and visited cafes, spoke at meetings - large and very small - telling the participants what I knew myself, and inspiring them.

Until now, wherever I am, I try to visit as many Starbucks locations as possible every week. It turned out that over the years I have become more and more eager to comprehend the role of the human factor for leadership and organizational success, and the search for new revelations takes me far beyond Starbucks.

I know from my own experience what a gulf separates knowing what is right and being able to do what is right. The principles I arrived at and taught to others are very simple, because they are derived from basic human truths. But putting them into practice is difficult, because people by nature tend to deceive themselves and others.

You need to find your own truth. Then you will awaken the passion dormant in you, discover in yourself reserves of strength and sources of energy that you did not suspect about and which will allow you to grow, lead, achieve your goals, and identify the potential for success in your personal life and in the public arena.

Howard Behar

It's Not About the Coffee: Leadership Principles from a Life at Starbucks

Publisher: Alpina Publisher

Release year: 2017

Cover type: Dust jacket

Number of pages: 186 pages

Dimensions: 84x108/32 (130x200 mm)

Quote

What Is It About The Coffee: Starbucks Corporate Culture?

Why It's Not About the Coffee is a Book Worth Reading

• The author of the book is not only a talented manager, but also a long-term guardian of the soul of Starbucks.
• The book talks about aspects of the company's internal culture that are not described in any official manual.
• The author shares ten key principles that helped him succeed and that every leader should be guided by.

Who is this book for?

Who is author

Howard Behar- President of Starbucks International, worked in executive positions at Starbucks for 17 years. In many ways, thanks to him, the company has reached the international level. Everyone who has had a chance to work with Howard Behar assures that he is a true professional, always thinking about people, believing in a common cause, true to his word, respecting the truth.

(ratings: 1 , average: 3,00 out of 5)

Title: It's Not About the Coffee: Starbucks Corporate Culture
Author: Howard Behar, Janet Goldstein
Year: 2012
Genre: Corporate culture, Popular about business, Foreign business literature

About "It's Not About the Coffee: Starbucks Corporate Culture" by Howard Behar, Janet Goldstein

The book It's Not About the Coffee: The Starbucks Corporate Culture by Howard Behar and Janet Goldstein will be of particular interest to entrepreneurs and small business owners, especially at the start-up stage when core corporate values ​​are being formed. It is also worth reading for people who have just started their career take-off and strive to achieve great results. The book will help develop skills and understand what their true purpose is.

It can help leaders who dream of team morale, better service and higher performance, as well as leaders who are trying to change their team culture or value system. The work will also benefit organizations that need literature related to the management of teams and people.

In their book It's Not About the Coffee: The Starbucks Corporate Culture, Behar and Goldstein set out some fairly accessible principles to guide a leader who wants to achieve unprecedented heights with the team.

“It's Not About the Coffee: The Starbucks Corporate Culture” reveals one very important point: if Starbucks didn't have such a close-knit and close-knit team, the world would never know the taste of their coffee. The main idea of ​​Starbucks is the following statement: "no people - no coffee." And each person in the company must find his own method in order to benefit people and the organization.

Howard Behar, President of Starbucks, a man who has held various executive positions at the company for seventeen years, shares his own experience while working at Starbucks in the book. He gladly shares this experience with those who want to find their own path to success and realize the most daring ideas. His appeal will help you become the creator of your life and achieve the highest results.

The main idea of ​​the book It's Not About the Coffee: The Corporate Culture of Starbucks is to treat your employees and customers, first of all, as people. When a person in a managerial position treats his subordinates as partners, they can achieve fantastic results together. And if he looks at his clients, first of all, as people, and not as a source of income, then they will return again and again.

On our site about books, you can download the site for free without registration or read online the book “It's Not About Coffee: Starbucks Corporate Culture” by Howard Behar, Janet Goldstine in epub, fb2, txt, rtf, pdf formats for iPad, iPhone, Android and Kindle . The book will give you a lot of pleasant moments and a real pleasure to read. You can buy the full version from our partner. Also, here you will find the latest news from the literary world, learn the biography of your favorite authors. For novice writers, there is a separate section with useful tips and tricks, interesting articles, thanks to which you can try your hand at writing.

Free Download It's Not About the Coffee: Starbucks Corporate Culture by Howard Behar, Janet Goldstein

(Fragment)

Howard Behar featuring Janet Goldstein

It's not about the coffee. Starbucks corporate culture

Lynn, Sarina and Michael, Scott and Kim and our four wonderful grandchildren Sydney, Ella, Matthew and Zoe, who find it so easy to say yes to everything they ask.

Translator M. Sukhanova

Corrector O. Ilinskaya

Computer layout A. Abramov

Cover artist A. Mishchenko

Copyright © 2007 Howard Behar

© Edition in Russian, translation, design. Alpina Business Books LLC, 2008

Published under license from Portfolio, a division of Penguin Group, USA

© Electronic edition. Alpina Publisher LLC, 2012

All rights reserved. No part of the electronic copy of this book may be reproduced in any form or by any means, including posting on the Internet and corporate networks, for private and public use, without the written permission of the copyright owner.

Works in the world are like dirt.

Made somehow, she gets her hands dirty, crumbles to dust.

But a thing worthy of masterful execution is perfect in form, pure, and its essence is undoubted.

Greek amphorae for wine or oil, Hopi Indian pots for storing grain are exhibited in museums, but we know what they were intended for.

The pitcher asks for water to be poured into it, and the man asks for a real job.

Marge Piercy. Be needed

Forewarning

Although this book is titled It's Not About the Coffee, it's about coffee, of course: it's about people and about coffee. Without the people who buy, roast, deliver, prepare and serve coffee, we wouldn't have Starbucks. The true essence of Starbucks is precisely that there is no coffee without people.

And a second note in the same vein: Although this book is about Starbucks corporate culture, you won't find what it says in any official company manuals. In fact, there are no recipes for successful promotion at Starbucks, and there is not a single document that prescribes the leader to use any tricks or adhere to certain views. With us, everyone must find their own way to bring value to the organization and the people we work for. Many books and articles have been written about Starbucks from a variety of perspectives. Here I talk about my personal journey, the lessons that I learned, applied and passed on to others - both before becoming one of the leaders of Starbucks and during my time at the company. It is my humble hope that these principles and my experience will help you find your way to success and the realization of your most daring ideas.

Foreword

I am honored to present to the reader Howard Behar's book on the principles of leadership that he lived and acted upon during his time at Starbucks, and I am proud that Howard has placed such trust in me. This is the most serious and sincere person that can be in the world, he is absolutely alien to any pretense or boasting. Howard is always truthful—whatever the truth may be. His assertive style helps him quickly cut through irrelevant layers and get to the bottom of things. And he is distinguished by exceptional ardor, emotionality and complete inability to hide his feelings. You always see his position (and at the same time yours), and we always stand shoulder to shoulder in any trials, whether they concern one of us personally or our organization.

As a leader, he is a treasure trove - a born leader with a skill set that surpasses that of the CEOs of many, many companies. That Howard chose us in 1989, when we were a small regional company, is a great stroke of luck for me, for Starbucks, and for himself, I think, too. From the very first days of his stay with us, he stood for the fact that "our business is the people we serve coffee to, not the coffee we serve people."

This action-packed and practical guide is a book about people and the importance of always thinking about them first; about the role we all play in creating a corporate culture that gives the company life, supports its development and movement forward.

At Starbucks, Howard consistently showed us that a great business must have a conscience. His own tenure of over thirty years in leadership positions is a great example of how one can thrive by doing good deeds. Thanks to Howard's help and guidance, I have become a much stronger leader, and I am well aware that the source of his incomparable influence on me, our employees and our clients is not only experience, but also an unfailing benevolence, combined with great love for our case.

Looking back at the history of Starbucks achievements, we can see that everything turned out surprisingly timely. First of all, we seem to have always been able to find the right person for the right job at the right time. If Howard Behar and Orin Smith had not come to us some time ago, the company would have developed very differently, so now we would certainly be far from the current level of entrepreneurship and ingenuity. And we would also really lack that special chemical compound that was made up of the three of us: we understood each other almost without words, equally seeing both the goals and the ways to achieve them.

In order to understand the dynamics of our relationship, it seems to me that we need to start with the following fact. I want to dream, dream, dream, and Howard is also happy to dream, but before rushing to his big dream, he will definitely step back five steps and see what could be wrong here (even if it is an idea that he wholeheartedly supports and longs to implement). This dynamic, with its creative conflicts, has left its mark on the entire activity of the company, where optimism is combined with caution. We have never cornered. The company's point of view on different issues could change, but we always moved in the same direction. We have never had a dispute about the goal to which we are going - only about the ways to achieve it.

Orin provided a balance between different paths, as well as financial management and the related know-how we needed. Despite the fact that I was formally considered the head of the company, everything was based on an exceptionally deep respect for each other, without a single hint of "divide and conquer." Our tripartite alliance has been aptly dubbed H2O (by the initial letters of the names - Howard, Howard, Orin) by employees. We have become a necessary ingredient of the company, like water for coffee.

Howard and I spoke in the language of trust. Both knew the sacrifices (understood by only a few) required the creation of the organization. Being a leader requires you to inspire confidence, which makes it difficult for many of us to show our vulnerability or doubts, and can make us very lonely. Howard and I could share with each other. The conversations between us were about strategy, but were built around our own dynamics. From them came all the achievements of the company.

And Howard, like no one else, knew how to get his way. Here's a story we don't often hear about how the company almost died in late 1989. We opened a coffee shop in Chicago to show potential investors that the Starbucks concept wasn't a local phenomenon, but we failed when we tried to raise additional funds. . Howard told me, "I'll go to Chicago and stay there until everything is done right." He knew that Chicago employees needed to believe in what they were doing, to understand that their task was greater than the role of each of them and even the entire cafe, that their efforts meant a lot.

By going to Chicago, Howard showed what it really means to care for people, demonstrated his famous ability to rally a team and the practical application of the principles outlined in this book. His charisma, coupled with a fervent commitment to our goals, helped lift the morale of the entire company, which had an immediate impact on productivity.

Whatever the issue was on the agenda, Howard always thought about people - this was required of him by a firm faith in our cause, loyalty to his word, respect for the truth. He taught us how to listen to all the people we serve, how to act in accordance with our values.

Howard understands how important it is to see an employee as a person first and foremost. People want to be near him because he elevates them in his own eyes, gives them the formula for success. By following at least some of the principles outlined in this book, you will become wiser, more productive, and achieve more as a person and as a leader.

Entrepreneurs and owners of small businesses in any industry; the early period is the most important in the life of any business, it is then that the main corporate values ​​and culture are formed;

Those who are at an early stage of their career and are striving to understand what a big dream means; use this book to identify your own values, define your goals, and develop the skills to help you stay on track.