I think Starbucks created a platform and, ultimately, a runway for many other companies to emulate. I suspect if we had not achieved what we have, there would have been many regional brands that would have succeeded. But I'm not sure there would have been a national brand of the scope of Starbucks.

Early on I realized that I had to hire people smarter and more 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.

The rules of engagement around building a brand have changed significantly over the past 10 to 15 years. Where companies at one time could spread their message through traditional marketing, consumers now seek an enduring emotional connection with the companies they patronize. The foundation of that connection is the most important characteristic of building a world-class brand: trust. Trust with your people and trust with your customers.

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.

If you put on a lousy production with white actors, it's lousy. There is a problem, or can be, at this stage of our social evolution, with mixing the casts. It may not be a question of race so much as class. You would rarely find a black man in a high executive position where he was swinging his weight around.

I do think - as self-serving as it sounds - that I was the right person, given the very, very strong headwind we had from the economy and our own issues, to come back and rewrite the future of the company.

One of the fundamental aspects of leadership, I realized more and more, is the ability to instill confidence in others when you yourself are feeling insecure