Southwest Airlines
Be a servant leader.
“Be a servant leader,” advises Jim Parker of Southwest Airlines. “I believe that as a leader, one must have a true desire to serve in order to be effective. I see my role as a servant leader as one that encourages employees to always stretch their abilities to the next level so that they will grow in their positions.
“Leaders at Southwest find themselves removing barriers to an individual’s success instead of finding reasons to say no. We consistently encourage employees to express their ideas on working smarter and more productively, and then they implement those ideas that work. All of this equates to employees who find positions that allow them to do a job that they are passionate about, and, therefore, they work harder at what they do—which equates in the long run to extreme loyalty and high productivity, as well as an unmatched sense of ownership.
“I believe it would be difficult at Southwest Airlines to select an example of when these practices weren’t put into place. Because our people make the suggestions, build the programs, develop the marketing strategies, etc. There isn’t much that happens here that doesn’t demonstrate these beliefs in action.
“For me, it is always listening more than I speak and, more importantly, hearing what is said and acting on it. At Southwest, much of our strategy is developed at a grassroots level, and our employees know that their opinions and ideas count.
“Also, a good leader is not above doing the job of his or her employees. By stepping into the employee’s role, you build a relationship with that particular employee or group of employees, but you also gain an appreciation for that particular job. If you spend time regularly working and talking with people, they will appreciate the fact that you respect them and care for them. They will also not be afraid of you and, if you have the attitude of a servant leader, they will begin to express their opinions, ideas, and dreams to you. This input can be priceless.
“At Southwest, every leader’s role is one of creating and nurturing an environment that allows employees to find fulfillment and satisfaction in their careers. This means making sure the right tools are available to do the job, providing access at every level to resources to help them, stimulating them to learn continually, and providing continual growth opportunities for them to move ahead professionally and personally.
“Leaders at Southwest are also team players who actively participate on the team, including performing their share of the work or not just paying lip service to the concept. We all strive to set the example for hard work, and we are challenged to inspire our work groups to always be on the lookout for creative solutions to problems and issues.
“Perhaps more important than any of the above, the leaders of Southwest tend to be people who treat others the way we want to be treated, making requests rather than making demands, and giving suggestions as opposed to giving orders. Using the words please and thank you and asking someone about their weekend or their family are simple courtesies that mean a great deal, particularly if they are heartfelt. Using common courtesies costs the company nothing but pays off a million times over when it comes to loyalty and enthusiasm for the job. People visiting Southwest are amazed that it is difficult to distinguish a pecking order based on behaviors and attitudes of the employees here.
“During the first Gulf War when the airlines were losing huge amounts of money due to the high cost of fuel, many employees of Southwest insisted on donating money out of their paychecks to help cover our fuel costs.
“After the 9/11 terrorist attacks, when almost every other airline announced layoffs, our employees bombarded leadership with offers to donate money, time, lawn-mowing services, profit-sharing checks, back to the company to ensure our financial health. When all those offers were politely refused, an employee group got together to develop a program that allowed individuals to donate back to the company from 1 to 32 hours of pay over a designated time frame. Pride in this company inspired them to do that out of respect for a company whose leadership had given assurances that costs would be slashed in every way possible in order to preserve jobs.
“Many of the innovations that Southwest has introduced to the industry started off with the inspiration of an employee who, because of the leadership he or she had seen at Southwest, had the confidence to express the idea, and leadership served the company by making the idea happen.
“Southwest has a reputation for hiring employees who are grown into leaders, promoting from within when possible. Therefore, many of our leaders have come up through the ranks of their work groups and can, in fact, perform the jobs required of those reporting to them.
“However, we sometimes tap a strong leader with a great track record to head a group that is outside that particular leader’s area of expertise. The thought is that the group will become stronger and more effective when nurtured by the type of environment created by that particular leader. Because this type of leader is often an inspirational one, they quickly gain credibility and respect, regardless of their background. In fact, this type of leader usually has such a great reputation that they are welcomed when they move into new areas.”