The issue of managing through a crisis is you have to be decisive even if you don't have perfect information.

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.

You walk into a retail store, whatever it is, and if there's a sense of entertainment and excitement and electricity, you wanna be there.

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

In anything we do, any endeavor, it's not what you do; it's why you do it

When companies fail, or fail to grow, it's almost always because they don't invest in the people, the systems, and the processes they need.

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.