So much fun celebrating this team today! Thank you for all you do to take care of each other and bring JOY to your guests! 👏👏👏

A big THANK YOU to this Target Greenland Team for taking care of each other and teaching others!! 👏

So great to meet the team in Target Biddeford today!! Welcome! So excited to be partnering with you 👍

Thank you both for all you do to bring the Starbucks Experience to life, Maria & Steph!

So proud of this team and all they have accomplished! Really looking forward to the road ahead. Congratulations! #GOSOPO

Doing #Lean Versus Becoming Lean lean.org/lp/241#.WAZ2EF…

Welcome Londonderry new store in NH. Brooke and team off to a fantastic start!

Come one come all! Who's joining us TODAY? POP UP: 4 Differences bt Workaholics & High Performers? 330-530p Allston

When 3 writers of The Simpsons spend enough time at a Starbucks, things get animated. Introducing 1st & Main, a new animated series.

What you ultimately want is for your team to take personal ownership of the commitments they make. That why the ideas should be theirs

Friday, 6pm: support our partners Elsie, Jessica, and Kayla as they compete to be our store Barista Champion! #coffetastings #latteart

Patrick Lencioni describes three reasons individuals disengage from work: 1. Anonymity 2. Irrelevance 3. Immeasurement 4DX addresses all 3!

People spend almost 47% of their waking hours thinking about something other than what they’re doing. s.hbr.org/2nDYpBu

What kind of leader are you? #WFFConf

In thousands WIG sessions one thing is clear: accountability to peers is a greater motivator of performance than accountability to the boss.

Avoid deterioration of results with solid daily management. A very good interview with author Jim Lancaster. planet-lean.com/avoid-deterior…

The level of importance you place on the WIG session will directly determine the results your team produces.

The Work of Management bit.ly/2kqbJqJ

Four leadership practices that lead to performance excellence: s.hbr.org/2oxZo4Q

Most companies fail to realize the potential of extraordinary teams. There are five ways to change that: s.hbr.org/2rQT6Te