The notebook then asked employees questions like when they first noticed their racial identity, how race affected their beauty standards, or the first time they felt their accent 'impacted people's perception of your intelligence or competence'. 'When we address our emotions as they relate to our biases, we build the muscle that helps us override them. 'Reflection is the crucial first step to navigating the differences we see and feel around certain people.' But they're worth reflecting on,' one page reads. The notebook then asked employees questions like when they first noticed their racial identity, how race affected their beauty standards, or the first time they felt their accent 'impacted people's perception of your intelligence or competence'Įmployees were also given a 'personal notebook' during the training, which the company wanted them to use to help address implicit biases. 'And in fact if you want to go have a seat, I’ll bring you over a cup of water, just to make sure that it’s a great rest of your day.'
'So either you have to change your behavior, and stay and be a part of our third place, or I’m going to have to ask you to leave, and you can come back at a later time, when you feel like you can be a part of our third place.' 'You are in our store every day, and we love that this is your third place, but from one human to another human, the language that you are using is making other customers uncomfortable,' Williams said the barista told the customer. The EVP said she had observed a barista that approached a customer who was using uncomfortable language at a store last week. Williams specifically referenced Starbucks' new 'Third Place Policy', in which anyone can stay in the store or use the restroom - even if they don't purchase anything. Scenarios included a woman in dirty sweatpants lingering near the retail cups, a woman with a dirty cup asking for a refill, confusion about a customer's gender, and dealing with a customer with a thick accent.Īt one point during the training, Williams gave an example of how the company now wanted staff to deal with disruptive customers. Howard Schultz, the company's founder and chairman, also appeared in videos during the day Staff also listened to a slew of scenarios about real customers and asked if they would have done anything different in the situation. They were also asked to watch the a video by filmmaker Stanley Nelson about the history of access to public spaces for African Americans. Staff watched a number of videos featuring talks from Schultz, Johnson as well as rapper Common and Starbucks EVP Rossann Williams among others. 'We want to uplift others, we exist to inspire and nurture the human spirit - one person, one cup, one neighborhood at a time,' Starbucks said in a new mission statement. 'Becoming color brave' was listed in Starbucks' agenda, as was 'seeing difference as a positive' and 'reflecting on what belonging feels like'.
'So today we are starting a new journey, talking about race directly - what my friend and Starbucks board member Mellody Hobson calls being "color brave"'. 'Growing up, there was a term called "color blind", which described a learning behavior of pretending not to notice race - that doesn't even make sense,' Johnson said. In a video that was played at the start of each session, Starbucks CEO Kevin Johnson explained why it was important to be 'color brave' instead of 'color blind'. Objectives for the day (pictured) included understanding bias and 'making every customer feel like they belong'
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