What Every Exec Should Learn From Starbucks’ Stealth Transition

 

Can you name the CEO of Starbucks?

Nope, it’s not Howard Schultz anymore. Guess again …

Kevin Johnson. Wait, what?

You might not recognize that name. Heck, I didn’t even know this leadership transition happened. Yup, Johnson’s first day as CEO was Monday, April 3rd.

Now that I’ve had a look, it’s fascinating to me how purposeful, unsentimental and drama-free this shift in power has been. That wasn’t guaranteed. It had all the ingredients for a train wreck:

(a) A charismatic founder/leader with a huge personal brand who led the company to success not once, but twice;

(b) A market saturated with competition; and

(c) A successor known more for his operations prowess and outside industry expertise than his visionary tendencies.

By all accounts, though, it’s been smooth sailing. In fact, people seem to have more to say about Starbucks’ limited edition “Unicorn Frappuccino” than its executive leadership. Yes, that’s a thing. Google it.

Here’s a good take on Johnson’s succession from Business Insider.

I wish I could say the same for all organizations and executives. I can’t. I’ve seen executive transitions (not just for CEO’s but also other CXO roles) carried out well but also clumsily, with poor planning, execution and scant forethought to potential downstream implications and consequences.

So, what to learn from Starbucks if you’ll be vacating your role and are looking for a successor?

1. Begin succession work early.

In 2009, Schultz invited Johnson – then, CEO of Juniper Networks, a Networking equipment company – to sit on Starbucks Board. In 2015 Johnson became Starbucks Chief Operating Officer.

2. Involve the successor in mapping the future.

Schultz and Johnson together wrote Starbucks five-year strategic plan.

3. Promote a relevant leader and not a clone.

The strategic plan calls for growing from 26,000 to 37,000 retail stores, opening 30 new upscale offshoot Roastery shops and mastering mobile ordering. This will require a heavier emphasis on Ops and technology than Schultz’ legendary merchandizing skills.

What if you’re the professional being considered for the promotion? Look to the same criteria. Have they begun the succession planning process with enough time and attention to make it work? Are they interested in the right balance of their and your input into the incumbent role and strategy? And, finally, are you the right fit for where the organization is headed?

Action Item: as you consider your next career steps and those of your high-performing direct reports, look to the business press for reporting on the cases that go well and badly. Distill the key elements you will employ in your and your organization’s succession planning.

Alright, that’s it for now. As always, I’m delighted when I hear your reactions to the stuff I pass along, so be in touch and share your thinking.

[As you may know, I help senior professionals with their C-Suite promotability. Since people are always asking me for quick hits of what they ought to focus on, I developed The C-Suite Roadblock Audit … a 2-minute confidential survey that returns a quick set of recommendations based on probable behavior-based tendencies. Have a look here if you’re interested.]

The post What Every Exec Should Learn From Starbucks’ Stealth Transition appeared first on CSuite Accelerator.

Source: Ephraim Schachter

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Ephraim Schachter is President of Schachter Consulting LLC and CEO & Founder of CSuite Accelerator, Inc. Ephraim is an award-winning executive coach and consultant who has been working with senior business leaders from Fortune 500 companies for close to two decades. Ephraim has created customized, high-touch approaches to senior level executive coaching, team building, and large and small group facilitation. His approaches utilize diagnostic-based processes that help clients and their teams deliberately choose behaviors and courses of action to optimize their organization’s success. Previously, Ephraim was a Principal with Mercer Delta Consulting, a premier consultancy for enterprise change management and organization architecture. Ephraim helped clients assess organizational change readiness, and mobilize and align leadership to implement change. He also utilized competency-based executive development processes to cultivate senior and high-potential leaders. Before Mercer Delta, Ephraim managed strategic accounts for Wilson Learning Corp. Before beginning his work in executive coaching and consultation, Ephraim practiced law with a Manhattan litigation boutique, counseling corporate and pro bono clients.

Ephraim Schachter

Ephraim Schachter is President of Schachter Consulting LLC and CEO & Founder of CSuite Accelerator, Inc. Ephraim is an award-winning executive coach and consultant who has been working with senior business leaders from Fortune 500 companies for close to two decades. Ephraim has created customized, high-touch approaches to senior level executive coaching, team building, and large and small group facilitation. His approaches utilize diagnostic-based processes that help clients and their teams deliberately choose behaviors and courses of action to optimize their organization’s success. Previously, Ephraim was a Principal with Mercer Delta Consulting, a premier consultancy for enterprise change management and organization architecture. Ephraim helped clients assess organizational change readiness, and mobilize and align leadership to implement change. He also utilized competency-based executive development processes to cultivate senior and high-potential leaders. Before Mercer Delta, Ephraim managed strategic accounts for Wilson Learning Corp. Before beginning his work in executive coaching and consultation, Ephraim practiced law with a Manhattan litigation boutique, counseling corporate and pro bono clients.

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