Joseph A. Michelli > Quotes

“On January 5, 1914, Henry Ford more than doubled the minimum wage for many of his employees by introducing a $5 a day minimum pay scale for employees of the Ford Motor Company. On that same day, Ford began offering profit sharing to his employees and reduced shifts from nine hours to eight. Ford’s treasurer at the time, James Couzens, explained these bold leadership moves by saying, “It is our belief that social justice begins at home. We want those who have helped us to produce this”
― Joseph Michelli, Leading the Starbucks Way

“Consumers want the predictable and consistent, with an occasional positive twist or added value thrown in. Psychologists who study happiness (the correct psychological/research term is subjective well-being) often talk about the importance of predictability for safety and security (the caramelized popcorn, if you will), mixed with small increments of variety to offset boredom (the prize). Unfortunately, many companies focus too much on the basic ingredients and not enough on adding that extra something that differentiates them from their competition and builds brand loyalty. Starbucks leaders, however, have made a firm commitment to creating an experience of Surprise and Delight in many areas of their business. Starbucks management seeks ways to implement subjective well-being for customers and staff—which, in turn, has a profound effect on loyalty, community, and profit.”
― Joseph A. Michelli, The Starbucks Experience: 5 Principles for Turning Ordinary Into Extraordinary

“Horst Schulze, cofounder and past president of The Ritz-Carlton Hotel Company, shares the origin of the Motto: “I started in the hotel business when I was 14 years old as a busboy. When my mother took me to the hotel to work for the first time, she said, ’We could never go to this hotel. This is only for important people. For important, fine people. So you’re lucky. Behave yourself. Wash your hands.’ She was a typical mother. I went to the hotel and the general manager talked to my mother and me for 15 minutes and told us we could never be like the guests who came to his hotel. ’So don’t ever get jealous. This is for Ladies and Gentlemen—very important people.’ “By the time I started working in the restaurant, I knew the guests were very important. But a few months later I realized that the maître d’ I watched every day was just as important because every guest was proud when he talked to them. Why? Because he was a first-class professional. He was somebody special—because of the excellence he created for the guests. So when I went to hotel school about a year and a half later, the teacher asked me to write a story describing what I felt about the business. And I wrote about the maître d’ at my hotel. I titled it, ’Ladies and Gentlemen Serving Ladies and Gentlemen.’ I wrote we could be excellent like he was. . .absolute excellence. When you walked into a room, you knew he was there. In any moment all of us who serve can be Ladies and Gentlemen, just like the guests. I think it’s a powerful thing that shouldn’t be missed by the wonderful people in this industry. They should understand that.”
― Joseph A. Michelli, The New Gold Standard: 5 Leadership Principles for Creating a Legendary Customer Experience Courtesy of the Ritz-Carlton Hotel Company

“El médico, filósofo y teólogo Albert Schweitzer alguna vez escribió: “Ocasionalmente nuestra luz se apaga y luego se vuelve a encender con la chispa de otra persona.”
― Joseph A. Michelli, Starbucks, la fórmula del éxito

“El filósofo Eric Hoffer dijo, “En tiempos de cambio, quienes aprenden heredan la tierra; y quienes saben descubren que ya tienen lo necesario para lidiar con el mundo que dejó de existir.”
― Joseph A. Michelli, Starbucks, la fórmula del éxito

“great institution and are helping to maintain it to share our prosperity.” On January 5, 2012, 98 years later, embittered individuals who identified with the Occupy Wall Street movement were in the 111th day of a protest that began in Zuccotti Park in New York City’s Wall Street financial district. These protestors were expressing what they perceived as economic unfairness and inequality resulting from corporate greed. The group’s mantra, “We are the 99 percent,” reflected cynicism and distrust for business, financial, and governmental systems that they viewed as sacrificing the interest of the country’s 99 percent in favor of the wealthiest 1 percent. Where had we come in a century? Dov Seidman, founder, chairman, and CEO of LRN, a company that helps businesses develop and maintain effective corporate governance, suggests, “This crisis of trust in our basic institutions is so troubling precisely because the lack of trust is in so many cases well deserved. Broken promises, obfuscation, spin, concealment, all have created a suspicion—often unfortunately true—”
― Joseph Michelli, Leading the Starbucks Way

“Malcolm Baldrige National Quality Award evaluation process,”
― Joseph A. Michelli, The New Gold Standard: 5 Leadership Principles for Creating a Legendary Customer Experience Courtesy of the Ritz-Carlton Hotel Company