Howard Schultz Quotes

Sealed Management

A business like an automobile, has to be driven, in order to get results.

In business, you try to solve problems.

In every business, in every industry, management does matter.

I learned a lot from Jack Welch about how to run a business.

It's much more difficult running a business than buying one.

If you run a business, if you are responsible for a lot of people, you come to grips with the reality that you have to have discipline. You have to protect the enterprise in order to take care of the employees. So, therefore, you can't be wasteful. You can't squander things, or you jeopardize other people.

Your own business growth and success depends on many things, and along that growing path, you are going to have to concede certain responsibilities and activities - whether for your accounting, your production, or day-to-day management.

In business, there's a constant focus on developing strategies, reviewing executive performance against those strategies each year, engaging with opposing or different points of view, and having intellectual dialogue.

Many corporate leaders and employees have the right intentions, but it can be overwhelming when you consider how everything is affected from leadership styles, to organizational structure, to employee engagement, to customer service an marketplace.

Management manages by making decisions and by seeing that those decisions are implemented.

The first myth of management is that it exists. The second myth of management is that success equals skill.

When you start a business, go for the lowest hanging fruit.

I was always fascinated by the decision-making process and the managerial process and just business in general.

For me, the winning strategy in any start-up business is, 'Think big but start small.'

You learn every single day when you're running a company. You learn as you go.

You can't base an industry solely on one person. That's a very vulnerable business strategy.

Managers are important: they are leading the company and guiding and have to provide vision and manage the daily business.

Our ultimate goal is to stay in business. We are not here with a specific plan. That's kind of how our entire career has evolved. We will figure things out as we go along.

Once you start a business, you have to grow it and grow with it - starting a business is not just for Christmas.

A well-managed business will have a high return on invested capital. But that's a consequence. It's not a way to manage a business.

If you don't drive your business, you will be driven out of business.

I have almost no interest in quarterly reports. Running a business or investing in a business based on quarterly earnings doesn't make any sense at all to me.

There's nothing wrong with raising venture capital. Many lean startups are ambitious and are able to deploy large amounts of capital. What differentiates them is their disciplined approach to determining when to spend money: after the fundamental elements of the business model have been empirically validated.

There's smarter people than me. But you cannot have any one guy running 18 billion-dollar businesses. It just doesn't make sense to me. I've met some extraordinary leaders in my time. They struggle with running one billion-dollar business.