The Starbucks USD40 Billion Lesson: Why Talkers Fail and Doers Save Organisations
The Starbucks USD40 Billion Lesson: Why Talkers Fail and Doers Save Organisations
By Amarjeet Singh @ AJ
Every few years, a corporate story shakes the business world.
The recent USD40 billion Starbucks lesson is one of those moments.
It wasn’t about coffee.
It wasn’t about branding.
It wasn’t about marketing.
It was about leadership selection.
More importantly, it exposed a problem that exists in almost every organisation today:
We promote talkers, not doers.
The Biggest Leadership Mistake Organisations Keep Repeating
Most boards and senior management panels still look for leaders who:
- Speak confidently
- Write impressive presentations
- Sound intelligent in meetings
- Look good in boardrooms
But very few ask the most important question:
Can this person actually get work done?
Not delegate.
Not talk.
Not outsource thinking.
Do the work. Fix the problem. Execute under pressure.
What Is a Doer (and Why They Are Rare)?
A doer is not someone who talks about execution.
A doer is someone who:
- Walks the talk
- Has worked through the ranks
- Has scars, failures, and lessons
- Understands systems, people, and ground reality
- Gets uncomfortable to solve problems
- Pays attention to details
- Listens more than they speak
A doer doesn’t hide behind:
- Slides
- Titles
- Consultants
- Jargon
They roll up their sleeves.
“In my journey, I’ve seen two types of talkers: the harmless filler of silence, and the snake in sheep’s clothing — those who manipulate, gossip, and undermine others quietly while seeming productive. Leadership that rewards volume over value ends up with noise disguised as work, starving real performers of trust and opportunity.”
Boardroom Leaders vs Ground Leaders
Here is the uncomfortable truth:
| Boardroom Leader | Ground Leader |
|---|---|
| Speaks well | Acts fast |
| Writes strategy | Builds systems |
| Delegates blame | Owns mistakes |
| Manages perception | Fixes reality |
| Avoids mess | Cleans it |
Many organisations are led by people who have never fixed a real operational problem themselves.
They don’t solve problems.
They review them.
“There’s a skills mismatch in today’s workforce. Graduates often have certificates, but they lack the execution skills employers truly value — clear communication, accountability, attention to detail, and real-world problem solving. This isn’t about laziness. It’s about the gap between education and execution.”
What I’ve Seen Across Organisations (Real Experience)
After years across multiple organisations, industries, and leadership levels, one pattern is consistent:
- Too many talkers
- Too few doers
- Even fewer patient builders
The talkers dominate meetings.
The doers are overloaded.
The builders get ignored.
Eventually:
- Execution fails
- Culture rots
- Good people leave
- Performance collapses
Then everyone asks:
“What went wrong?”
The answer was obvious from day one.
The Toxic Reality of the Modern Workforce
This is not a generational attack — but it is a reality check.
Today, many young professionals:
- Want fast titles
- Avoid hard work
- Lack patience
- Miss details
- Struggle to listen
- Talk more than they execute
Confidence without competence is dangerous.
Speed without depth destroys organisations.
The Silent Saboteurs: Manipulators Who Masquerade as Doers
You’ve met them. I’ve met them. They’re everywhere.
They:
- Speak well but deliver little
- Build narratives about others while avoiding responsibility
- Bad-mouth colleagues behind closed doors
- Create confusion and distraction
- Look good in meetings but don’t produce results
These people thrive when organisations value visibility over value.
They aren’t loud because they bring change — only loud enough to seem influential.
Influence without integrity erodes trust and sacrifices execution on the altar of perception.
The Questions Every Organisation Must Start Asking
Before promoting or hiring senior leaders, ask:
- What problem have you personally solved from start to finish?
- What failed under your leadership — and what did you fix yourself?
- How do you handle details when no one is watching?
- Can you work with people below you, not just above you?
- What systems have you personally built — not approved?
- How do you respond when execution fails?
- Do you listen more than you speak?
- Can you stay patient when results take time?
If these questions make someone uncomfortable — that’s your answer.
Identifying Doers Within Your Organisation
Every organisation already has doers.
They are:
- Overworked
- Under-credited
- Underpaid
- Rarely promoted
- Usually frustrated
They don’t shout.
They don’t lobby.
They don’t politic.
They deliver.
The tragedy?
Many organisations lose them because talkers are rewarded instead.
Final Thought: Choose Builders, Not Performers
The Starbucks lesson is not about a company.
It’s about choice.
Do we choose:
- Performers or builders?
- Talkers or doers?
- Image or substance?
Organisations don’t fail because of lack of strategy.
They fail because the wrong people are trusted to execute it.
“Organisations must stop being infatuated with the loudest voices and start valuing the quiet ones who actually move the needle. The future belongs to leaders who build capabilities, not headlines — who value discipline over drama — and who know that work done well beats speech crafted well every single time.”
Written from experience.
From ground reality.
From years of watching organisations rise — and collapse.
Amarjeet Singh @ AJ
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