After a quick visit to
John's blog, I became intrigued by a book he was reviewing called
Off-Road Disciplines: Spiritual Adventures of Missional Leaders, and on the amazon page for this book, there is a collection of some posts by the author to those who I guess bought the book off of Amazon? A little confusing, but I really enjoyed the following post of his.
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I was delighted to learn recently that my local Borders converted its coffee shop area into a Seattle’s Best, one of my favorite caffeineries.
But my first visit was a tragedy. The tall drip (no-room) I ordered was two-third’s fresh and one-third dregs from a container that had only 10 minutes left on its digital timer, lending it the flavor of burning tires.
In a conversation with Paul Martinez, our seminary’s director of development, the disturbing feelings generated by such disappoints began to acquire some vocabulary. (Good friends, and good sermons, help us articulate what we’ve been sensing, but may not have ever expressed.)
What is really bothering me about the declining quality of my visits to ‘Bucks (and now SB) is not the brew, but the baristas. There was a time when the best part of a coffee stop was watching the brilliant people behind the counter, people who could be doing lots of other things, doing this. I often wondered about their personal stories: what brought them to ‘Bucks, why did they seem to treat their job as a calling, what were their dreams of the future?
These over-achievers sold me on the brew, not the other way around. It was viral marketing at its best: a good impression formed one person at a time. They made every visit a form of theater, starring the evangelists of caffeine, coffee missionaries commanding attention and respect. Watching baristas in the “zone” became the most important part of the trip to their store, making it worth going inside when the drive-through would have been more convenient.
Things have changed. This is not to say that the staffer who handed me the bad cup of Seattle’s Best (who also had to check a price list before using the register) is a loser. It’s just that she did not have the same high level of ownership in the experience as did the old-school barista.
A couple of conclusions that Paul and I kicked around about some things that seem to be forgotten in the “viral un-marketing” that now plagues Starbucks:
1. People are crucial to the value of product: There is no coffee good enough to replace an outstanding barista show. Watching someone who probably ought to be in medical school concoct a world class cappuccino and then call your name right out loud is the best two minutes in the business. Without this little immersion in Starbuck’s culture, I might as well grind their beans at home.
I am reminded of ministries that spend so much time on the “production” side of bringing the message to their community that they assume the quality of their people will just take care of itself as long as the show goes on Sunday morning. A well-trained, fully-invested person of integrity is the ultimate message and the ultimate production value.
2. Quality is crucial to the meaning of growth: Starbuck’s astronomical expansion in the last few years seems to have outstripped the pool of suitable talent. Are there only so many folks on the planet who have the temperament to become a coffee missionary, or is ‘Bucks now lacking some key trait needed to attract these people? I once overheard one of their store managers interviewing (and being interviewed by) a prospective employee. It was clear that the manager was not looking for a worker, but for a certain kind of person. Is that interview still happening?
I recall the many unenthusiastic greeters I have met in my church travels, and the sermons delivered by people who do not have a primary communication gift, and the deacons elected mainly because they manage a hardware store, and the mania for growth at almost any price. In a recent email, for example, one minister confessed that his rapidly expanding ministry is being almost completely driven by transfers from other churches, but this fact is off-limits among the leadership. So what does that kind of “growth” really mean?
While the new Reduced-Fat Orange Crème Coffee Cake does cover a multitude of sins, Starbucks better start paying attention to its people again. Are they still the kind of organization to which great people want to belong?
That’s an important question for Christian organizations, too. It’s not about being better or worse, ordinary or extraordinary, but about discipleship, personal investment, and accountability. In other words, featuring gifted people doing things in a way so compelling that others would not only want to be where they are, but might even consider putting on the green apron themselves.
