So, I’m sure that many of you heard by now the news that Starbucks will be closing all of its approximately 7100 U.S. locations today from 5:30–8:30pm to educate its employees. Click here to read an article about it.

Now, after hearing this several thoughts ran through my head–other than the fact that caffeine addicts across the country will be slightly agitated this evening.

Howard Schultz, Starbucks CEO, took over 6 weeks ago. This is his first “big move” as the new leader of the company. Click here to read his “Communication #7″. He regularly posts communication on the Starbucks corporate website. Howard discusses organizational restructuring, layoffs, and a host of other large scale changes.

I have lots of questions…

The Leadership Development side of my brain is fascinated by the decision. How is this perceived by other top tier leaders in the organization? Was Howard brought in, six weeks ago, with the intent that he would enact all of this change? Does this type of radical change suit Howard’s preferred leadership style, or is this something he really had to prepare himself for?

The Organizational Development side of my brain (closely linked to the Leadership Development side) processes this differently. Regarding the “education” sessions happening this evening, how did they train staff accordingly to provide the education sessions? Was there some kind of a baseline done to assess the level of competency of staff members before providing the training? How will the Starbucks know if it was effective?

Check it out… If you find more information about the changes, let’s continue the conversation.

-Casey

In the collegiate culture, public relations often determine the success of an organization and its events. Walk through any college campus in America at some point of a semester and you are sure to find flyers and chalking as far as the eye can see. All these forms of advertisement reflect the flurry of events through which numerous students develop – consciously or unconsciously – their leadership skills.

This logic leads me to wonder how much advertising of any form can affect the context of leadership. Of course history shows us the power of propaganda, especially during wartime. I believe that leaders always have a responsibility to examine why they have followers. Do they have a strong backing because of their own passions or are their PR committees simply strong enough to bring in a new crowd every so often? Ultimately, the fidelity of their supporters may answer this question. In an instance where strength of marketing is able to draw followers, the leader has a duty to supply his or her people with a shared, ethical vision. I suppose balance is the most important aspect in a synergetic leadership-marketing dynamic – both sides should work in unison and thus give each other a reason to fulfill their expectations.

-Jim Meehan

The Florida State University (FSU) LEAD Center is a great example of an comprehensive student leadership development program. Not only does FSU offer a Certificate in Leadership Studies, it offers programs such as LeaderShape and outdoor education opportunities. In addition, be sure to take a look at the LEAD Plan. This is a comprehensive approach to developing student leaders. Check it out. – Scott J. Allen

Fascinating Fact – In their book Resonant Leadership, Boyatzis and McKee suggest that “resonance and dissonance develop because emotions are contagious. Yes, research indicates that there are actual physiological reasons behind the spreading effects of either resonant or dissonant leadership in an organization” (p. 22). For more on how emotions impact human interactions (and leadership) check out the book Emotional Contagion. Amazing! What does this mean for leadership development? – SJA

Not a leadership development program; however, the Neighborhood Academic Initiative at the University of Southern California has a number of similarities. Wow. Today, I had an opportunity to witness first hand the good work they are doing. A lot can be learned from this program. The vision of the Neighborhood Academic Initiative is “to increase the enrollment and graduation rate of low socioeconomic, neighborhood, under-represented students to the University of Southern California, by serving as a model for a 6-year pre-college enrichment program.” Their results are impressive and their mission admirable. I see a number of linkages to leadership development. Do you? – SJA