Isamar Chajon’s Post

Did you know I’ve trained over 2900 Starbucks partners? 🤔 Almost no one understands what I do for a living, and for a long time, I actually enjoyed and played into that mystery. But I recently realized that this seemingly harmless charade was actually self-sabotage. Building in dark mode actually hinders our ability to create the vital connections and support we need to thrive. When people understand what we do, why we do it, and who we do it for, they subconsciously start to connect the dots. "Oh, have you ever talked to _____? They were just telling me they needed something like this," or "_____ was just promoted and would love to get behind an idea like this," etc. Innately, people want to be valuable, helpful, and do good (at least in my humble opinion), but if they don’t know what our goals are, how great we are at what we do, and how we can make a difference, we take away that spark from them and end up paying the price. So, let me turn off dark mode and make it simple for the world to understand "what I do"... Our amazing team and I built a custom equipment training & support platform for baristas and managers of Starbucks. Why? Because hundreds of millions, likely billions of dollars are wasted each year with simple technical equipment challenges that can be easily prevented or resolved without a technician with just a little training. It was clear that someone had to step up and create it. With our parent company's nearly 40 years of industry experience, and a 15-year history of servicing Starbucks, it seemed natural for us to take the lead! And there you have it—that's what I do. It feels liberating to finally share this ;) Below is a 30-second video diving a bit deeper into the details. Enjoy! #tobeapartner #trainthetrainer #traininganddevelopment

Consider doing a personal inventory of how you stack up against the Starbucks Experience principles. Consider the following questions: How consistently welcoming am I? What details do I tend to overlook? Where can I offer more surprise or delight in my workplace? In what situations do I embrace resistance, and when do I run from it? What mark am I leaving at work, at home, and in my community? The Starbucks Experience by Joseph A. Michelli

New Starbucks ceo Brian Niccol's just released a message outlining his plan to recover unexpected sales decline of the last two quartes 🥁 🥁 🥁 … ✅ Empowering baristas to take care of customers, giving them the tools and career opportunities they need. ✅. "Get the morning right, every morning," or, essentially, meeting product expectations. ✅. Re-establishing Starbucks as the community coffeehouse, with comfortable seating and thoughtful design. Expect to start hearing "third place" again. ✅. Telling the story of Starbucks, including its coffee expertise, role in communities, and special experience. 👉Back to basics: people people people!

For all of the coffee lovers out there, Starbucks is making some drastic changes to their operations. While Starbucks and Sterile Processing may seem vastly different, the article below got me thinking about how SPD departments could learn from these efficiency changes even though it’s a different industry. Peak Demand Management: Hospitals and Sterile Processing Departments (SPDs) face similar challenges with peak demand. Starbucks gets the commuter morning rush and SPD gets waves of trays in decontamination all at once when the first cases end. Starbucks created the new position of “Peak Player Caller" whose sole job is to identify and clear bottlenecks during the peak times. Frontline Feedback: Like Starbucks, healthcare facilities benefit greatly from frontline staff feedback. It's encouraging to see a major company prioritize input from those directly involved in operations. Most of the changes(ex. prioritizing cold drinks vs. hot drinks) Starbucks implemented came from the teammates in the field. I think this concept should apply to system leaders getting feedback from SPD professionals before making large changes. Staff Retention: Lastly, Starbucks' focus on simplifying tasks to reduce stress and improve retention among baristas can be mirrored to improve staff retention for SPD teams. Less daily stress = longer tenure for most workers regardless of industry. https://lnkd.in/gmfs5c9U

ASU Online and Starbucks work together (collaboration). More than 12,000 Starbucks attend ASU Online and tuition for 12 hours per semester is $3,8000. Starbucks pays only tuition not books and only ASU online school not other schools. Majority of Starbucks employees graduate form ASU Online. One Starbucks store that I visit has 4 graduates employees who are still working in the store and cannot find jobs in their major fields. Online schools are not good and students do not have confident in what they learn. If Starbucks were a good company his employees tuitions & books could be paid by attending any schools not ASU Online.

🎯 Strategy, vision, and... Starbucks! Yesterday's Coffee with CEO session brought back our tradition of newcomers meeting the CEO, Mirek Kren, for an open dialogue about our vision, strategy, and anything else on their minds. And we all know that Mirek has one not-so-secret weakness - he's a huge Starbucks fan! ☕️ 🤔 So we thought: why not make these sessions even better? We surprised our newcomers with Starbucks coffee during their chat with Mirek. And the best part? Since it was such a hit, we're keeping this caffeinated tradition alive! ⭐ PS: Coffee preferences might not be in our job descriptions, but they're definitely part of our culture now! 

In our campus visit consulting over the years we've reference the Starbucks experience. But I think both higher education (especially traditional, placed-based, undergraduate) and Starbucks are in a similar Fourth Turning crisis. Both had a boom in past decades and now both are struggling. Other similarities; they've become transactional, lost their sense of place and third place, removed humanity with online "ordering" and a desire to "get out" instead of hanging out. In the chaos and crisis of the moment, higher ed leaders like the new CEO of Starbucks should take hold of the realms and be strategic to recreate the on-campus and residential experience. Let me add that the campus visit experience is also in statis and in need of attention and that's where Echo Delta's enrollment campus visit team is really to respond. https://lnkd.in/ehvy4y5X #experiences #fourthturning #highereducation #placedbased

Brian Niccol, the new CEO of Starbucks, is a prime example of this mindset. Despite having what some might call a “relaxed” schedule—starting at 10 am and clocking out by 6 pm—he’s far from average. Niccol isn’t defined by the hours he works, but by the impact he makes. Before joining Starbucks, Niccol was the CEO of Chipotle, where he grew the company by a staggering 5100%, creating $65 billion in shareholder value in just six years. And yes, he did it all while sticking to his 10-6 pm routine. His story is a powerful reminder: Your value as a professional isn’t measured by how long you’re at your desk. It’s about the quality, efficiency, and impact of the work you produce. Focus on what you deliver, not just the time you spend.

Hybrid Job Design Goes to a New Level-- How's this for a dramatic example of flexibility in work arrangements? Starbucks, based in Seattle, just hired a new Chairman and CEO, Brian Niccol, who is credited with a turnaround at Chipotle, and the famous coffee house company is expecting to see great new things from him. This news led to the stock of Starbucks soaring 25% in one day. No doubt one of the factors that sealed the deal is that the job is hybrid. Niccol will not relocate from California, and the company will set up an office for him near his home. Of course, he will have an office he can travel to at headquarters, but he will be on the road a good portion of his time anyhow.  If you want the very best talent there is, you need to let go of some outdated habits and expectations. See https://lnkd.in/gfZpZpzH