Many companies today are reducing hours of full-time people to

Hearken, O children of generations yet unborn, and attend to the words of Howard Schultz, who spoke with wisdom and foresight: “Many companies today are reducing hours of full-time people to get under the minimum so they don't have to pay health care costs. I just shake my head because that's not going to build long-term value and trust with your people.” In these words lies a profound reflection on ethics, leadership, and the enduring bonds of trust, lessons as relevant now as they were to rulers, merchants, and masters in the ancient world.

Consider first the short-sightedness of cost-cutting at the expense of human well-being. Schultz observes that reducing hours merely to evade obligations undermines the very foundation of loyalty and morale. In the courts of old, when rulers sought to enrich themselves by diminishing the welfare of their subjects, rebellion and discontent often followed. Human beings, whether in empire or enterprise, respond to fairness and integrity; neglect these, and even the strongest structures erode from within.

The phrase “not going to build long-term value and trust” captures the essence of lasting leadership. Wealth or efficiency gained through exploitation is fleeting, for it rests upon fear and coercion rather than respect and engagement. Consider the example of Marcus Aurelius, who cultivated trust and duty among his legions not through fear alone, but through fairness, example, and concern for their well-being. His reign endured in part because he recognized that the strength of an organization lies in the trust and loyalty of its people.

Schultz’ observation also underscores the moral dimension of management. To treat workers merely as instruments of cost avoidance is to ignore the ethical responsibilities inherent in leadership. Ancient philosophers, from Aristotle to Confucius, emphasized that rulers and leaders must act justly, for the health of society, enterprise, and community depends upon ethical stewardship. The same principle applies to modern companies: long-term success is inseparable from the well-being and respect of those who serve.

The lesson of foresight is evident in history. Consider the rise of the Medici family in Florence, who prospered not solely through commerce, but through the careful cultivation of loyalty among artisans, bankers, and citizens. They invested in people, fostering trust, collaboration, and shared purpose. Schultz’ words echo this truth: cost avoidance that erodes trust may save pennies today but forfeits enduring influence, innovation, and loyalty.

From this reflection emerges a timeless teaching: lead with integrity, and prioritize human dignity alongside financial prudence. The wise leader recognizes that people are not merely costs, but sources of insight, creativity, and continuity. Trust cannot be purchased; it must be nurtured, sustained, and honored. Schultz reminds us that short-term expediency often undermines long-term prosperity.

Practical action flows naturally from this wisdom. Treat employees fairly, honor commitments to their well-being, and communicate openly about challenges. Seek creative solutions to balance costs with care, rather than exploiting loopholes or reducing hours at the expense of health and morale. Invest in people as you would in machinery or capital, for they are the heart of enduring enterprise.

Finally, remember the eternal truth: the strength of any organization, empire, or community lies in the trust and loyalty of those who inhabit it. Howard Schultz’s words are a call to leaders: do not sacrifice integrity for short-term gain, but cultivate value, trust, and fairness, for these are the foundations of enduring success and human flourishing.

If you wish, I can also craft a narration-ready version of this reflection, with rises and falls that emphasize both the moral weight and heroic undertones of Schultz’s insight.