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Adhering to the "velvet hammer" leadership philosophy, the leader believes in emphasising deep listening, diverse perspectives, and feedback with respect.
Having joined Starbucks in 2001, Emmy Kan is the first Asia-grown regional president for Starbucks Asia Pacific. This uniquely personalised and transformative development journey has not only marked the most significant milestone in Kan’s own career, but also exemplified Starbucks’ commitment to the promise for its employees – whom it calls ‘partners’ – to build a bridge to a better future.
“It was a pivotal conversation with Sara Trilling, former president of Starbucks Asia Pacific, that sparked a new ambition during my time as regional chief financial officer,” she shares with HRO’s Tracy Chan.
“Since then, every step of my career journey from chief corporate officer to chief customer officer, every promotion and lateral move, has been intentionally designed to broaden my capabilities and fuel my growth as a leader.”
Such a profoundly meaningful journey has shaped her understanding of what it means to be a leader. In addition to supporting the partners, as a true advocate for women's empowerment, Kan is committed to cultivating the next generation of female leaders across the region, and building a legacy that reflects the company’s commitment to authenticity, growth, and shared success.
Read on for the interview.
Q: Through your career journey, what has been the hardest challenge you have encountered, and how did you tackle it?
Navigating times of crisis and uncertainty with agility and adaptability has been one of my greatest challenges, and at the same time, a profound opportunity for growth.
The COVID-19 pandemic was a critical period when I had to lead without a playbook, marked by continuous iteration – testing, learning, and adjusting our approaches based on the limited information available. I made it a business priority to focus on our core mission and values, prioritising the health, safety, and wellbeing of our partners and customers. Open communication and a strong collaborative team were essential for navigating challenges and achieving the best possible outcomes.
The experience underscored the importance of embracing vulnerability and transparency. In high-stakes situations, leaders must display optimism, resilience, and calm to drive confidence. Rather than being paralysed by the fear of imperfection, I had to stay agile and adaptive, while remaining focused on our core purpose.
Q: Please share more about the ‘Empowering Women’ initiative that was launched by Starbucks in 2017.
Starbucks is a people-focused company that prides itself on living our mission and values to remain an inclusive, equitable, and accessible company where everyone belongs. We are committed to empowering a diverse workforce and ensuring equal opportunity for all partners through a variety of initiatives.
As a mentor and executive sponsor of the Empowering Women agenda in the Asia Pacific region, I advocate for women across the organisation and champion equal gender representation at the leadership level. I made it a business priority like any other, setting an ambitious goal of achieving 100% gender pay equity across the organisation.
Recognising the importance of continuous learning and growth, I have been an active mentor since 2019, helping women succeed in leadership roles. We also implemented a ‘Leadership Training’ programme for female managers in Korea and the ‘Educating Women and Girls’ programme in India, which involved over 2,000 partners and inspired more than 150,000 customers to participate. Today, our Asia Pacific leadership team reflects a 50/50 balance where women leaders have a voice.
In 2020, the programme was revitalised to increase female representation in the workforce by identifying and addressing barriers faced by women. In partnership with our licensed and joint venture partners, we pioneered locally relevant initiatives to help women enter the workforce.
For instance, in India, we opened the world’s first all-women store in 2021, and today, we have 30 stores in India fully managed by women, accounting for around 7% of our store portfolio. I am proud to see women representation growing year on year in India, and we are close to achieving 100% gender pay equity in the country.
We have come a long way on our journey towards gender equity, but we are not resting on our laurels. We continue to make positive strides in creating opportunities for women to thrive at every level of our organisation.
Q: Can you share other approaches at Starbucks to create a more inclusive and supportive workplace?
I’ve had a career for almost 27 years now – 23 of which at Starbucks – and I can say that we are a business that genuinely serves and supports our partners. At Starbucks, we view every partner’s experience through the lens of our partner promise: to build a bridge to a better future. This is why we continually make thoughtful investments in the partner experience, grounded in partner feedback and experiences.
We want our partners to bring their authentic selves to their work, so we strive to create a diverse and inclusive workplace that fosters a strong sense of belonging and embraces diverse perspectives to encourage innovative thinking. Paramount to this, we invest in their professional development, nurture their personal passions, and also create opportunities for them to give back to their local communities. We also prioritise work-life balance through initiatives such as industry-leading maternity and paternity leave benefits and flexible working policies.
Learning and development are integral to our partner promise at Starbucks. In addition to creating a supportive environment with a range of perks, we also focus on critical factors that build confidence and competence, such as effective on-the-job training and ongoing development opportunities. These initiatives are particularly valued by Gen Z employees, who look to their employers for personal growth and learning opportunities.
Our partners are also empowered to champion causes that align with their passions and community needs through our Starbucks Community Stores. These programmes not only provide meaningful support to our partners but also strengthen connections with customers and local communities.
Emmy at opening of first-ever Starbucks Hong Kong Community Store in partnership with Junior Achievement HK and VTC
Q: Starbucks has been recognised for calling employees ‘partners’. What are some ways you as a leader ensure this philosophy translates into action?
Starbucks employees are called partners because we genuinely believe in the power of collaboration and shared success. This philosophy is not just a title; it informs our actions and decisions at every level of the organisation, guided by our partner promise to offer a bridge to a better future at Starbucks, and beyond.
One of the key ways I ensure this philosophy translates into action is by prioritising open communication and active listening. We regularly seek feedback from our partners through various channels to shape initiatives and investments that intentionally support their growth, development, and long-term success.
Creating a strong sense of ownership and belonging among our partners is also essential. That is why we empower our partners to take the lead in championing causes they are passionate about through our Community Stores. For example, the Starbucks FoodShare food donation programme, a partnership with the Philippine FoodBank Foundation and Grab that provides food assistance within Metro Manila, was piloted by a Starbucks Philippines store manager.
Our Signing Stores were pioneered by a Starbucks Malaysia partner, inspired by her experience working with deaf partners, to create a safe space where they can feel a true sense of belonging and opportunity. Today, there are 26 Signing Stores around the world, led by members of the deaf and hard of hearing community.
Emmy celebrates partners' talent and dedication to coffee craft at Starbucks 2024 Regional Barista Championships Awards Ceremony
Q: How would you describe your leadership style and how it has evolved over the years?
The culture at Starbucks has empowered me to cultivate a leadership style that integrates both heart and mind, harmonising empathy and compassion with strategic insight to drive positive outcomes.
Overseeing a diverse region spanning 15 markets and nine licensees requires a strategic mindset fueled by curiosity and growth to earn trust and influence. I adhere to what I define as the "velvet hammer" leadership philosophy, which emphasises deep listening, values diverse perspectives, and embraces feedback with respect.
Inclusive leadership is not merely a principle I value; it is one I actively embody and seek in those who lead alongside me. Over the years, we have fostered a sense of community and camaraderie within the organisation, creating an environment where every voice is valued and heard.
Q: What are the top three skills you believe C-suite leaders should be equipped with for the future of work?
In my view, the top three skills that C-suite leaders must cultivate for the future of work are agility, inclusive leadership, and championing gender equality.
In today’s rapidly changing macro environment, the ability to respond swiftly to evolving customer needs and a fast-paced competitive landscape is essential. C-suite leaders must prioritise making prompt decisions that put our customers and partners at the forefront, taking bold actions to innovate through a culture of testing and learning. Embracing calculated risks is vital to driving a business forward.
Inclusive leadership not only fosters a collaborative, safe, and open culture, it also instils shared values across teams. It’s about creating an equal setting and psychological safety so that people can speak their minds and present different points of view. I have always believed in the power of collective voices and intelligence, as diverse perspectives ultimately lead to innovative solutions and better business outcomes.
Lastly, recognising the critical role of gender equality in achieving organisational success is paramount. Diverse teams enhance decision-making, drive innovation, and boost productivity. To harness this potential, leaders must invest in dismantling barriers, foster equity in hiring and promotions, and provide flexible work arrangements alongside robust mentorship programmes. By championing gender equality, leaders can build a more dynamic and resilient organisation.
Q: What do you see as the biggest myth about women in leadership that needs to be broken immediately?
To me, one of the biggest myths about women in leadership is the perception that women lack ambition at work. This outdated stereotype oversimplifies the complexities of individual choices and perpetuates systemic barriers that undermine the idea of women as natural leaders.
In my experience, women are just as ambitious as men at every level of the career pipeline, and it’s crucial that we recognise and support their potential.
I have had the good fortune of working with many wonderful female leaders like our former Asia Pacific regional president Sara Trilling, and have seen them relentlessly pursue excellence in their roles. Their leadership exemplifies the drive, capability, and resilience that women bring to the table, and I carry their insights and learnings forward with me in everything I do.
Q: Any advice or experiences you would like to share with your women peers who are on their way to a leadership role?
To put it simply, dare to dream big, pursue your passions; and have unwavering belief in yourself.
Successful leadership stems from authenticity and a clear understanding of your priorities, enabling you to stay true to your core values in pursuit of your career ambitions.
While each journey to leadership is unique, my advice to women aspiring to these roles is to embrace your own voice, maintain your integrity and focus on building trust and genuine connections.
Q: Concluding the interview on a relaxing note, what is your favorite type of coffee?
At home, I enjoy Starbucks Sumatra coffee, a single-origin dark roast with hints of rich herbs and rustic spice. Coffee from Sumatra forms the foundation of our most treasured blends, and we have proudly sourced from this region for over five decades. Every cup reminds me of the work we do through our Farmers Support Center, where our agronomists work alongside farmers to enhance coffee quality, profitability, and climate resilience, protecting the livelihoods and connections inherent to coffee.
An extract of this article first appeared in the H2 2024 edition of Human Resources Online's Hong Kong e-magazine. View the e-magazine here, where you'll find power-packed features and interviews with leaders across various sectors!
Images / Provided (Lead image: Emmy Kan, President, Starbucks Asia Pacific)
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