When I returned as CEO in 2008, Starbucks had forgotten that meaningful innovations balance an organization's heritage with modern-day relevance and market differentiation, so we had to reorient. In one brainstorming session, we visited and observed great retailers, then asked ourselves, 'If Starbucks did not exist, what type of coffee experience would we create?

In many places where coffee is grown, deforestation is a major issue. With Starbucks' position in the marketplace and the respect and relationships we have, we can - and have, in some cases - been able to educate and influence people.

Most business people today are not going to invest in the uncertainty that exists in America.

The hardest thing about being a leader is demonstrating or showing vulnerability. And that has a lot to do with trust.

A great business has to have a conscience. You have to know who you are and who you are not.

Starbucks is not an advertiser; people think we are a great marketing company, but in fact we spend very little money on marketing and more money on training our people than advertising.

I never wanted to be on any billionaires list. I never define myself by net worth. I always try to define myself by my values.