The working floors of over 25,000 Starbucks stores in more than 75 countries are connected to the corporate top of the organization by inclusive policies like giving full benefits to part-time associates and practices like direct, open communications to highest decision makers. This results in baristas not only being called “partners,” but knowing they are able to act as partners. What must it be like for Starbucks managers to direct the performance of teams of baristas who are essentially peers in the overall conduct of Starbuck’s business?