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The best fantasy is written in the language of dreams. It is alive as dreams are alive, more real than real ... for a moment at least ... that long magic moment before we wake.
Fantasy is silver and scarlet, indigo and azure, obsidian veined with gold and lapis lazuli. Reality is plywood and plastic, done up in mud brown and olive drab. Fantasy tastes of habaneros and honey, cinnamon and cloves, rare red meat and wines as sweet as summer. Reality is beans and tofu, and ashes at the end. Reality is the strip malls of Burbank, the smokestacks of Cleveland, a parking garage in Newark. Fantasy is the towers of Minas Tirith, the ancient stones of Gormenghast, the halls of Camelot. Fantasy flies on the wings of Icarus, reality on Southwest Airlines. Why do our dreams become so much smaller when they finally come true?
We read fantasy to find the colors again, I think. To taste strong spices and hear the songs the sirens sang. There is something old and true in fantasy that speaks to something deep within us, to the child who dreamt that one day he would hunt the forests of the night, and feast beneath the hollow hills, and find a love to last forever somewhere south of Oz and north of Shangri-La.
They can keep their heaven. When I die, I'd sooner go to middle Earth.
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George R.R. Martin
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As the first dozen or so employees came to the offices, they were told that SpaceX’s mission would be to emerge as the “Southwest Airlines of Space.
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Ashlee Vance (Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future)
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Reality is the strip malls of Burbank, the smokestacks of Cleveland, a parking garage in Newark. Fantasy is the towers of Minas Tirith, the ancient stones of Gormenghast, the halls of Camelot. Fantasy flies on the wings of Icarus, reality on Southwest Airlines. Why do our dreams become so much smaller when they finally come true? We read fantasy to find the colors again, I think. To taste strong spices and hear the songs the sirens sang. There is something old and true in fantasy that speaks to something deep within us, to the child who dreamt that one day he would hunt the forests of the night, and feast beneath the hollow hills, and find a love to last forever somewhere south of Oz and north of Shangri-La. They can keep their heaven. When I die, I'd sooner go to Middle Earth..
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George R.R. Martin
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Herb Kelleher, founder of Southwest Airlines, echoed this sentiment when he said, “You don’t have the time, techniques, or enough drugs to change attitudes.”48
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Michael Shearn (The Investment Checklist: The Art of In-Depth Research)
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What day is cheapest to book Southwest flights? BOOK NOW
What day of the week is Southwest the cheapest? The cheapest days to fly on Southwest Airlines are generally Tuesdays, Wednesdays, and Saturdays +1-888→(305)→(5022). These days typically have lower demand, which results in reduced Airfare prices compared to peak travel days like Fridays and Sundays +
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AIRLINE
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But maybe it takes a slightly unhinged person to reverse our decades of mindless consumption. Who else would dare suggest, “The basic rule for papers: Discard everything”? (Are they not required to keep tax records in Japan?) Who else would name a section of her book “Photos: Cherish who you are now”? Imagine Southwest Airlines changing their slogan from “Wanna get away?” to “What are you running from?
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Heather Havrilesky (What If This Were Enough?: Essays)
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Strategy involves creating “fit” among a company’s activities. Fit has to do with the ways a company’s activities interact and reinforce one another. For example, Vanguard Group aligns all of its activities with a low-cost strategy; it distributes funds directly to consumers and minimizes portfolio turnover. Fit drives both competitive advantage and sustainability: when activities mutually reinforce each other, competitors can’t easily imitate them. When Continental Lite tried to match a few of Southwest Airlines’ activities, but not the whole interlocking system, the results were disastrous.
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Michael E. Porter (HBR's 10 Must Reads on Strategy)
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The first involves streamlining operations and introducing cost innovations from manufacturing to distribution. Can the product’s or service’s raw materials be replaced by unconventional, less expensive ones—such as switching from metal to plastic or shifting a call center from the UK to Bangalore? Can high-cost, low-value-added activities in your value chain be significantly eliminated, reduced, or outsourced? Can the physical location of your product or service be shifted from prime real estate locations to lower-cost locations, as The Home Depot, IKEA, and Walmart have done in retail or Southwest Airlines has done by shifting from major to secondary airports? Can you truncate the number of parts or steps used in production by shifting the way things are made, as Ford did by introducing the assembly line? Can you digitize activities to reduce costs? By
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W. Chan Kim (Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant)
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In reality, electrons move in “probability clouds.” So what do you tell a sixth grader? Do you talk about the motion of planets, which is easy to understand and nudges you closer to the truth? Or do you talk about “probability clouds,” which are impossible to understand but accurate? The choice may seem to be a difficult one: (1) accuracy first, at the expense of accessibility; or (2) accessibility first, at the expense of accuracy. But in many circumstances this is a false choice for one compelling reason: If a message can’t be used to make predictions or decisions, it is without value, no matter how accurate or comprehensive it is. Herb Kelleher could tell a flight attendant that her goal is to “maximize shareholder value.” In some sense, this statement is more accurate and complete than that the goal is to be “THE low-fare airline.” After all, the proverb “THE low-fare airline” is clearly incomplete—Southwest could offer lower fares by eliminating aircraft maintenance, or by asking passengers to share napkins. Clearly, there are additional values (customer comfort, safety ratings) that refine Southwest’s core value of economy. The problem with “maximize shareholder value,” despite its accuracy, is that it doesn’t help the flight attendant decide whether to serve chicken salad. An accurate but useless idea is still useless.
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Chip Heath (Made to Stick: Why some ideas take hold and others come unstuck)
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If you ever hear the words conventional and wisdom conjoined, reject them. Because if it is conventional, it isn’t wisdom. And if it’s wisdom, it isn’t conventional. —Herb Kelleher How has Southwest been able to attain uncommon results in the worst industry in capitalism? The company has succeeded by being unconventional. Herb likes to tell the story of how a Washington think tank told the company that it would not be able to survive without six of the “keys to success” that other carriers have used. Southwest followed none of those keys to success. At every point of Southwest’s history, the company has successfully challenged industry norms. Southwest differed from the competition because of its low-cost fares. In the 1970s, before deregulation, flying was expensive, because the government controlled the prices. Rollin King and Herb Kelleher’s idea was to provide lower fares and enable a greater number of Americans to fly. Southwest would not be competing with other airlines but with other forms of transportation.
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Sean Iddings (Intelligent Fanatics: How Great Leaders Build Sustainable Businesses)
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WHY DIVERSIFY? During the bull market of the 1990s, one of the most common criticisms of diversification was that it lowers your potential for high returns. After all, if you could identify the next Microsoft, wouldn’t it make sense for you to put all your eggs into that one basket? Well, sure. As the humorist Will Rogers once said, “Don’t gamble. Take all your savings and buy some good stock and hold it till it goes up, then sell it. If it don’t go up, don’t buy it.” However, as Rogers knew, 20/20 foresight is not a gift granted to most investors. No matter how confident we feel, there’s no way to find out whether a stock will go up until after we buy it. Therefore, the stock you think is “the next Microsoft” may well turn out to be the next MicroStrategy instead. (That former market star went from $3,130 per share in March 2000 to $15.10 at year-end 2002, an apocalyptic loss of 99.5%).1 Keeping your money spread across many stocks and industries is the only reliable insurance against the risk of being wrong. But diversification doesn’t just minimize your odds of being wrong. It also maximizes your chances of being right. Over long periods of time, a handful of stocks turn into “superstocks” that go up 10,000% or more. Money Magazine identified the 30 best-performing stocks over the 30 years ending in 2002—and, even with 20/20 hindsight, the list is startlingly unpredictable. Rather than lots of technology or health-care stocks, it includes Southwest Airlines, Worthington Steel, Dollar General discount stores, and snuff-tobacco maker UST Inc.2 If you think you would have been willing to bet big on any of those stocks back in 1972, you are kidding yourself. Think of it this way: In the huge market haystack, only a few needles ever go on to generate truly gigantic gains. The more of the haystack you own, the higher the odds go that you will end up finding at least one of those needles. By owning the entire haystack (ideally through an index fund that tracks the total U.S. stock market) you can be sure to find every needle, thus capturing the returns of all the superstocks. Especially if you are a defensive investor, why look for the needles when you can own the whole haystack?
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Benjamin Graham (The Intelligent Investor)
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【Ask-FAQ's】How old is Senior fare on Southwest?
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Southwest Airlines does not offer senior fares, and stopped offering them in 2019. However, travelers 65 and older can still take advantage of Southwest's low-cost pricing and flexible fare options at 1-888-305-5022.
Southwest discontinued senior discounts for travelers 65 and older in 2019 (More Information call at 1-888-305-5022). While Southwest no longer offers senior fares, travelers 65 and older can still find great deals through: "Wanna Get Away" fares at 1-888-305-5022, Other deals, Flexible fare options, and Low-cost pricing.
How old is Senior fare on Southwest?
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AIRLINE
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The David Dao incident is a classic example of how a poor articulation of company values can weaken the culture. The employees on the ground believed they needed to bump passengers from the flight so that United could get another flight crew to their plane (i.e., “flying right”) and that meeting metrics such as on-time departures and flight cancellations was more important than treating customers with “respect and dignity” (which most of us would agree does not include breaking their noses and knocking out their teeth). In contrast, Southwest Airlines is not only clear about its company values but makes them the emphasis of hiring and management. The mentality isn’t: “We’ll know it when we see it.” Instead, it is: “Does this person already live the way we do?” The company uses behavioral interview questions to determine whether candidates are a cultural fit. For example, to determine someone’s ability to be a selfless team player, they might ask her to describe a time when she went above and beyond to help a coworker succeed. The airline acknowledges that certain positions call for specific skill sets. As Southwest puts it, “We’re not going to hire a pilot who has a great attitude but can’t fly a plane!” But, when it comes down to two equally qualified candidates, the one who lives Southwest’s values receives the offer. And, even when Southwest finds a qualified candidate who doesn’t have the right values, it will keep looking until it finds someone who does—no matter how long the job has gone unfilled.
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Reid Hoffman (Blitzscaling: The Lightning-Fast Path to Building Massively Valuable Companies)
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When I was a child, I just assumed that in order for a sailboat to go, say, east, the wind had to be blowing from the west to the east. I was amazed to learn that, no matter which way the wind blew, a sailboat could always get to where it wanted to go—if it had a skilled sailor at the helm. To me, the five forces are kind of like the wind, the direction that competition within an industry is moving. Strategy is about positioning the firm relative to the prevailing winds in a way to make sure that the firm gets to where it wants to go, no matter what direction the wind is blowing.”
{...]. “In fact,” added Gordon, “some of the most successful firms in the world are successful precisely because they have figured how to use very unfavorable industry winds—high rivalry, high threat of entry, and so forth—to their advantage. Look at Walmart, Southwest Airlines, Nucor Steel, Toyota, Starbucks. These firms have played in some pretty unattractive industries—at least according to a five forces analysis—and still they have been successful.
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Trish Gorman Clifford (What I Didn't Learn in Business School: How Strategy Works in the Real World)
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When I was a child, I just assumed that in order for a sailboat to go, say, east, the wind had to be blowing from the west to the east. I was amazed to learn that, no matter which way the wind blew, a sailboat could always get to where it wanted to go—if it had a skilled sailor at the helm. To me, the five forces are kind of like the wind, the direction that competition within an industry is moving. Strategy is about positioning the firm relative to the prevailing winds in a way to make sure that the firm gets to where it wants to go, no matter what direction the wind is blowing.”
[...]. “In fact,” added Gordon, “some of the most successful firms in the world are successful precisely because they have figured how to use very unfavorable industry winds—high rivalry, high threat of entry, and so forth—to their advantage. Look at Walmart, Southwest Airlines, Nucor Steel, Toyota, Starbucks. These firms have played in some pretty unattractive industries—at least according to a five forces analysis—and still they have been successful.
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Trish Gorman Clifford (What I Didn't Learn in Business School: How Strategy Works in the Real World)
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The Wright brothers, Apple and Dr. King are just three examples. Harley-Davidson, Disney and Southwest Airlines are three more. John F. Kennedy and Ronald Reagan were also able to inspire.
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Simon Sinek (Start with Why: How Great Leaders Inspire Everyone to Take Action)
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Many of the best and most conspicuous examples of strategic principles come from companies that were founded on them, companies such as eBay, Dell, Vanguard, Southwest Airlines, and Wal-Mart (“Low prices, every day”). The founders of those companies espoused a clear guiding principle that summarized the essence of what would become a full-blown business strategy.
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Orit Gadiesh (HBR's 10 Must Reads on Strategy)
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After September 11, there were customers who sent checks to Southwest Airlines to show their support. One note that accompanied a check for $1,000 read, “You’ve been so good to me over the years, in these hard times I wanted to say thank you by helping you out.” The checks that Southwest Airlines received were certainly not enough to make any significant impact on the company’s bottom line, but they were symbolic of the feeling customers had for the brand. They had a sense of partnership. The loyal behavior of those who didn’t send money is almost impossible to measure, but its impact has been invaluable over the long term, helping Southwest to maintain its position as the most profitable airline in history.
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Simon Sinek (Start with Why: How Great Leaders Inspire Everyone to Take Action)
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American Express (AXP) Apple (AAPL) Bank of America (BAC) Bank of New York Mellon (BK) Charter Communications (CHTR) The Coca-Cola Company (KO) Delta Air Lines (DAL) Goldman Sachs (GS) JPMorgan Chase (JPM) Moody's (MCO) Southwest Airlines (LUV) United Continental Holdings (UAL) U.S. Bancorp (USB) USG Corporation (USG) Wells Fargo (WFC)
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Matthew R. Kratter (A Beginner's Guide to the Stock Market)
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100 Air China: 22" × 16" × 8" (max: Economy, 11 pounds/Business, 2 pieces of luggage, 17 pounds each) 101 American Airlines: 22" × 14" × 9" (max: undisclosed) 102 Delta Air Lines: 22" × 14" × 9" (max: 15 pounds when flying out of Singapore Changi Airport, 22 pounds when flying out of Beijing Capital Airport and Shanghai Pudong Airport) 103 EasyJet: 22" × 17.7" × 9.8" (max: undisclosed) 104 Emirates: 22" × 15" × 8" (max: 15 pounds) 105 Quantas: 22" × 14.2" × 9" (max: 15 pounds) 106 Ryanair: 21.7" × 15.7" × 7.9" (max: 22 pounds) 107 Southwest Airlines: 24" × 16" × 10" (max: 15.4 pounds) 108 Turkish Airlines: 21.7" × 15.7" × 9" (max: 17.6 pounds) 109 United Airlines: 22" × 14" × 9" (max: undisclosed)
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Keith Bradford (Travel Hacks: Any Procedures or Actions That Solve a Problem, Simplify a Task, Reduce Frustration, and Make Your Next Trip As Awesome As Possible)
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The best fantasy is written in the language of dreams. It is alive as dreams are alive, more real than real … for a moment at least … that long magic moment before we wake.
Fantasy is silver and scarlet, indigo and azure, obsidian veined with gold and lapis lazuli. Reality is plywood and plastic, done up in mud brown and olive drab. Fantasy tastes of habaneros and honey, cinnamon and cloves, rare red meat and wines as sweet as summer. Reality is beans and tofu, and ashes at the end. Reality is the strip malls of Burbank, the smokestacks of Cleveland, a parking garage in Newark. Fantasy is the towers of Minas Tirith, the ancient stones of Gormenghast, the halls of Camelot. Fantasy flies on the wings of Icarus, reality on Southwest Airlines. Why do our dreams become so much smaller when they finally come true?
We read fantasy to find the colors again, I think. To taste strong spices and hear the songs the sirens sang. There is something old and true in fantasy that speaks to something deep within us, to the child who dreamt that one day he would hunt the forests of the night, and feast beneath the hollow hills, and find a love to last forever somewhere south of Oz and north of Shangri-La.
They can keep their heaven. When I die, I’d sooner go to middle Earth.
”
”
George R.R. Martin
“
When hiring someone, start with the premise that attitudes are contagious. Then ask yourself one question: Is theirs worth catching? I’ve been in business for over thirty years, and I’ve come to realize the difference in success and failure is not how you look, not how you dress, not how much you’re educated, but how you think! In my business life, I’ve watched many very intelligent people fail miserably because they have a negative attitude, and I’ve also observed just as many people with average intelligence soar to success because of positive attitudes. Southwest Airlines’s vice president of people is often asked the question “How do you get your people to be so nice?” Her answer is always the same: “We hire nice people.
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Mac Anderson (You Can't Send a Duck to Eagle School: And Other Simple Truths of Leadership)
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In 2009 Southwest Airlines was the largest airline in the world based on the number of passengers that fly the airline each year,30 and in 2011 it was not only America’s leading low-cost carrier but was also rated America’s favorite airline by Consumer Reports.31 Joe Harris, a labor lawyer for Southwest, explains that the company’s harmonious employee relations are no accident. “At Southwest, our employees come first; our customers come second; and our stockholders come third,” he said. “The rationale is pretty simple. If we treat our employees right, they’re going to treat our customers right. If our customers are treated right, they will come back and our stockholders will benefit.
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Douglas Van Praet (Unconscious Branding: How Neuroscience Can Empower (and Inspire) Marketing)
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However, leadership is not confined to the CEO. Leadership is better understood as a process that can take place at any level of an organization.
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Jody Hoffer Gittell (The Southwest Airlines Way)
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What makes their new campaign so awful is that they're trying to convince business travelers that flying Southwest will make us more “productive.” Right. That's the big airline issue for me. Not price. Not schedule. Not comfort. Not reliability. "Bob, what airline you wanna take?" "I don't know. Which one makes me more productive?" It's such a moronic strategy, it can only have come from a trained marketing professional.
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Bob Hoffman (101 Contrarian Ideas About Advertising)
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The text is filled with anecdotes and accounts of effective managers putting to use the very skills that Lissack and Roos call on the rest of us to develop. We visit Southwest Airlines, lKEA, Tripod, and other exemplars of success. Though there is much discussion of chaos and complexity theory, there is no showy science or gratuitous mathematics. Though a work of philosophy by a pair of professional scholars, there's not a speck of academic pretension. No, you won't find recipes, roadmaps, or 12 steps to recovery here. But as you read this book you may find yourself asking why you ever thought other authors could provide such all-purpose solutions to the unique vexations of your own organization life.
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Kamil Karczmarczyk
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In When More Is Not Better, he argues that leaders should actually go out of their way to choose conflicting goals. Southwest Airlines, for instance, set out to be both the lowest-cost airline in America and number one in both customer and employee satisfaction. Those goals would seem to be in opposition, and perhaps they are. But much of the time, they’ve succeeded at all three. Certainly, the efforts they’ve made toward those contradictory goals have done wonders for their bottom line: for the last half century, Southwest has been the most profitable airline in the country.
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Will Guidara (Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect)
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Much leadership literature—even from “Christian” publishers—dwells on executives or “stars” in big businesses, professional sports, and the military. Frequent are the celebrations of leadership in Disney, Apple, Southwest Airlines, or Shell. While there are things to be learned, caution is also appropriate. These kinds of books reinforce the interests and perspectives of the status quo.
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Arthur Boers (Servants and Fools: A Biblical Theology of Leadership)
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Wise people do not fly budget airlines!
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Steven Magee
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Greatest Nation On Earth...LOL!!!
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Steven Magee
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Christmas 2022 revealed the hazards of flying budget airlines.
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Steven Magee
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Southwest Airlines ruined Christmas 2022 for a million people.
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Steven Magee
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If Southwest Airlines computers are not being fixed, what else is not being fixed?
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Steven Magee
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When flying budget airlines, it is a good idea to buy the travel insurance!
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Steven Magee
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Southwest Airlines canceled ten thousand flights during Christmas 2022!
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Steven Magee
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It can take days to get rescheduled on a budget airline if they cancel your flight.
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Steven Magee
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I have no faith in budget airlines.
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Steven Magee
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However, as Rogers knew, 20/20 foresight is not a gift granted to most investors. No matter how confident we feel, there’s no way to find out whether a stock will go up until after we buy it. Therefore, the stock you think is “the next Microsoft” may well turn out to be the next MicroStrategy instead. (That former market star went from $3,130 per share in March 2000 to $15.10 at year-end 2002, an apocalyptic loss of 99.5%).1 Keeping your money spread across many stocks and industries is the only reliable insurance against the risk of being wrong. But diversification doesn’t just minimize your odds of being wrong. It also maximizes your chances of being right. Over long periods of time, a handful of stocks turn into “superstocks” that go up 10,000% or more. Money Magazine identified the 30 best-performing stocks over the 30 years ending in 2002—and, even with 20/20 hindsight, the list is startlingly unpredictable. Rather than lots of technology or health-care stocks, it includes Southwest Airlines, Worthington Steel, Dollar General discount stores, and snuff-tobacco maker UST Inc.2 If you think you would have been willing to bet big on any of those stocks back in 1972, you are kidding yourself.
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Benjamin Graham (The Intelligent Investor)
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Choices, choices. From a Southwest Airlines employee…. “Welcome aboard Southwest Flight XXX to YYY. To operate your seat belt, insert the metal tab into the buckle, and pull tight. It works just like every other seat belt, and if you don’t know how to operate one, you probably shouldn’t be out in public unsupervised. In the event of a sudden loss of cabin pressure, oxygen masks will drop from the ceiling. Stop screaming, grab the mask, and pull it over your face. If you have a small child travelling with you, secure your mask before assisting with theirs. If you are travelling with two small children, decide now which one you love more. Weather at our destination is 50 degrees with some broken clouds, but they’ll try to have them fixed before we arrive. Thank you, and remember, nobody loves you, or your money, more than Southwest Airlines.
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David Loman (Ridiculous Customer Complaints (and other statements))
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The events of September 11, 2001 presented an unprecedented ethical challenge to the business leaders of the airline industry. From Jim Parker’s own lecture (Parker. 2010) and his book Do the Right Thing (Parker, 2008) as well as other publicly available material, we can highlight the ethical business decisions of Jim Parker, Chief Executive Officer (CEO) of Southwest Airlines at that time, and the highly positive business impact these decisions had on Southwest Airlines.
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Mansur Hasib (Cybersecurity Leadership: Powering the Modern Organization)
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The Go story provides a useful reminder that some of the most instructive analogs—First Direct, in Go’s case—don’t have to come from your own industry. And analogs from outside your industry are less likely to have been noticed and copied by your competitors. Everyone in the airline industry already knew about Southwest and Ryanair. But First Direct’s low-cost but friendly service model was something quite different, an inspiration for Barbara Cassani and her team and a key ingredient in Go’s ability to attract and retain its early customers.
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John W. Mullins (Getting to Plan B: Breaking Through to a Better Business Model)
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Fifth, the companies also had what struck me as unusually intimate workplaces. They were, in effect, functional little societies that strove to address a broad range of their employees’ needs as human beings—creative, emotional, spiritual, and social needs as well as economic ones. Herb Kelleher of Southwest Airlines once observed that his company’s famously vibrant culture was built around the principle of “caring for people in the totality of their lives.” That’s what the companies I was looking at were doing. They were places where employees felt cared for in the totality of their lives, where they were treated in the way that the founders and leaders thought people ought to be treated—with respect, dignity, integrity, fairness, kindness, and generosity.
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Bo Burlingham (Small Giants: Companies That Choose to Be Great Instead of Big)
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SpaceX’s mission would be to emerge as the “Southwest Airlines of Space.
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Ashlee Vance (Elon Musk: Tesla, SpaceX, and the Quest for a Fantastic Future)
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Joan Magretta (Understanding Michael Porter: The Essential Guide to Competition and Strategy)
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Safi Bahcall (Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries)
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Safi Bahcall (Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries)
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The faint glimmers from those S-type loonshots were dwarfed by the decade’s most glamorous P-type loonshot: the 747 jumbo-jet airliner. Until deregulation. Small changes that improved efficiency and lowered costs—not glamorous, kind of boring—suddenly became the key to survival. Those S-type loonshots, nurtured by startups like Southwest or major carriers like Bob Crandall’s American, spread quickly through the industry. They annihilated every unprepared airline.
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Safi Bahcall (Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries)
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Rules, no matter how enveloping, will never deliver an exceptional customer experience. Colleen Barrett, who in her forty-seven-year career at Southwest served as head of marketing, customer service, people, and operations, describes the airline’s approach to rules: “The rules are guidelines. I can’t sit in Dallas, Texas, and write a rule for every single scenario you’re going to run into. You’re out there. You’re dealing with the public. You can tell in any given situation when a rule should be bent or broken. You can tell because it’s simply the right thing to do in the situation you are facing.” 17 Backing up this freedom is a concerted effort to ensure every team member has the information needed to think and act like an owner. At Southwest, training programs cover industry economics, financial ratios, profitability drivers, and more. By investing in the judgment of its people, Southwest creates a business that is smarter, more innovative, and more profitable.
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Gary Hamel (Humanocracy: Creating Organizations as Amazing as the People Inside Them)
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Sean Iddings (Intelligent Fanatics: How Great Leaders Build Sustainable Businesses)
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Sean Iddings (Intelligent Fanatics: How Great Leaders Build Sustainable Businesses)
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The customer is sometimes wrong. —HERB KELLEHER, FORMER CHAIRMAN AND CEO, SOUTHWEST AIRLINES
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Mark Goulston (Just Listen: Discover the Secret to Getting Through to Absolutely Anyone)
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Jason Jennings (The Reinventors: How Extraordinary Companies Pursue Radical Continuous Change)
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Jason Jennings (The Reinventors: How Extraordinary Companies Pursue Radical Continuous Change)
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Lidia S. Martinez Southwest Airlines
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Kamil Karczmarczyk
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