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.

It's different when you're trying to turn something around, especially something that you built, at a time when so many constituents - the media, Wall Street, competitors, ex-employees - are all saying that Starbucks's best days are behind it, and that Schultz is never going to be able to bring it back.

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.

I was taken by the power that savoring a simple cup of coffee can have to connect people and create community.

I am concerned about any attrition in customer traffic at Starbucks, but I don't want to use the economy, commodity prices or consumer confidence as an excuse.

Sometimes the difference between winning and losing is will. The will to make it happen.

There's this myth that has been exacerbated by others that Starbucks means a $4 cup of coffee, which is not true.