I’m not a fan of Starbucks coffee… but I’ve been watching their brand closely lately.
After 6 quarters of failing sales, Brian Niccol took over as CEO and started a new mantra to pivot the company:
“We’ve drifted from our core.”
Since then, that same phrase has become the heartbeat of their entire turnaround strategy — it shows up in every call, every memo, every internal doc.
In their latest earnings call last week, Niccol said the phrase “Back to Starbucks” more than 10 times.
Not because of sloppy speaking skills… It was intentional.
He was crafting a very specific narrative.
And it’s working. Sales are rising globally, despite coffee bean prices increasing 70% over last year.
While many leaders see narrative as something that supports the business strategy, Niccol believes that narrative IS the strategy. I agree.
It tells people what to focus on, what to ignore, and how to know when they’re winning.
Most leaders underestimate this. They chase new ideas, hire new people, start new projects – when what their team actually needs is a single, focused, crystal clear rally cry.
Something so simple it’s impossible to forget – that each person on the team can filter every decision through.
Here’s how you can use the same strategy to pivot when your business needs a change:
- Repeat yourself on purpose.
When you’re trying to rebuild momentum or credibility, consistency is the way out. The message needs to be clear, constant, and boringly familiar.
If your team can’t quote your company focus back to you word-for-word, you don’t have one.
- Stories need scorecards.
Don’t just tell a story. Back it up with metrics. That’s what turns slogans into systems.
If you say “Back to our core,” then define exactly what “core” means. Tie it to data, decisions, and deliverables.
- Don’t soften the diagnosis
Niccol didn’t reframe it as “external headwinds” or “market dynamics.”
He told the truth: “We drifted.”
Clarity creates alignment. Because the job of a leader isn’t to sound smart or poetic…
It’s to give your team something simple and clear enough to rally around.
They need a call to arms – not another strategy deck.
Name the problem and anchor it in your company’s DNA. Repeat it until it’s boring.
If your team rolls their eyes like a kid who’s heard their Dad tell the same Big Fish story too many times – you’re doing it right.
What mantra would get your team moving in the same direction if everyone bought in 100%?
If your business has “drifted from its core” – it might be time to realign.
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