Howard Schultz

I was born on the other side of the tracks, in public housing in Brooklyn, New York. My dad never made more than $20,000 a year, and I grew up in a family that lost health insurance. So I was scarred at a young age with understanding what it was like to watch my parents lose access to the American dream.

At an early age, my mother gave me this feeling that anything is possible, and I believe that.

My son is trying to be a sports writer, and my daughter is a college student. She wants to be a comedy writer, and she's at film school. I discouraged both of them early on from getting involved in Starbucks. I didn't think it would be fair; plus, they didn't have any interest anyway.

I think my whole life, because of where I came from, I had a fear of failure.

This may sound a bit naive, but I got here by believing in big dreams.

What I would say to young entrepreneurs is there's so many moments in your life where you have these dreams, and people are trying to protect you, and they say, perhaps, friends, family, parents sometimes, they don't agree with it, they think, 'This is just too high of a hurdle.' And I don't agree with that.

Business leaders cannot be bystanders.

Any business today that embraces the status quo as an operating principle is going to be on a death march.

The evolving social and digital media platforms and highly innovative and relevant payment capabilities are causing seismic changes in consumer behavior and creating equally disruptive opportunities for business.

Authentic brands don't emerge from marketing cubicles or advertising agencies. They emanate from everything the company does...

In this ever-changing society, the most powerful and enduring brands are built from the heart. They are real and sustainable. Their foundations are stronger because they are built with the strength of the human spirit, not an ad campaign. The companies that are lasting are those that are authentic.

Mass advertising can help build brands, but authenticity is what makes them last. If people believe they share values with a company, they will stay loyal to the brand.

Years later, that image of my father -slumped on the family couch, his leg in a cast, unable to work or earn money, and ground down by the world-is still burned into my mind.Looking back now, I have a lot of respect for my dad.He never finished high school, but he was an honest man who worked hard.

To stay vigorous, a company needs to provide a stimulating and challenging environment for all these types: the dreamer, the entrepreneur, the professional manager, and the leader. If it doesn't, it risks becoming yet another mediocre corporation.

For more than three decades, coffee has captured my imagination because it is a beverage about individuals as well as community. A Rwandan farmer. Eighty roast masters at six Starbucks plants on two continents. Thousands of baristas in 54 countries. Like a symphony, coffee's power rests in the hands of a few individuals who orchestrate its appeal. So much can go wrong during the journey from soil to cup that when everything goes right, it is nothing short of brilliant! After all, coffee doesn't lie. It can't. Every sip is proof of the artistry -- technical as well as human -- that went into its creation.

This is not his job, I thought, it's his passion.

Early on I realized that I had to hire people smarter and ore qualified than I was in a number of different fields, and I had to let go of a lot of decision-making. I can't tell you how hard that is. But if you've imprinted your values on the people around you, you can dare to trust them to make the right moves.