Blog

  • A result that surprised nearly the entire world

     As I continue to research Southwest Airlines, and I do plan to write more about their culture and people policies, the events of this week seem to warrant some type of reaction. In fact, for the past nine days, I have surprised myself, simply by remaining engrossed in a political event and its aftermath. Of course, I am referring to the

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  • Do we use the wrong criteria when we choose investments?

    My ongoing exploration of Southwest Airlines, with its unusual people policies, and simultaneously sensational stock market results, has been something of an eye-opener for me. One of the many things it has led me to reflect about is how investors pick the companies they decide to put funds into. Though I make few investment decisions myself, I nonetheless find this issue fascinating.

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  • Maybe leadership and culture do matter

    Toward the end of our previous post, we cited a research project commissioned by Money magazine for its gala 30th anniversary issue in 2002. What the editors wanted to compile was their “30-30”: a list of the 30 best-performing stocks in the 30 years since the magazine’s launch in 1972.  To say that the study’s findings were a great surprise to everyone would be a significant understatement.

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  • A radical idea: putting employee happiness above all else

    In our previous post, we wrote that from its very first days, Southwest Airlines espoused revolutionary ways of organizing work. Perhaps the most radical notion was one that would become something of a mantra, a baseline element of Southwest’s identity. And, it was a concept that went thoroughly against the grain of common wisdom at the time. From day one, Herb Kelleher

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  • The value of building group culture from the start

    Among the many facets of the Southwest Airlines story that are worthy of admiration, the most impressive to me is their ongoing ability to build and sustain their truly exceptional group culture. Right from its inception, Southwest espoused revolutionary ways of organizing work. The company has always been—and continues to be—structured around a small number of trademark concepts that have defined the Southwest way

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  • How the unique leadership tale of Southwest Airlines began

    After writing—somewhat unexpectedly—about the Malice in Dallas last time, I am now thinking it would be interesting to go a bit further into the life story of Herb Kelleher. How this unlikely individual came to co-found Southwest Airlines, and then lead the company through three decades of truly remarkable success and prosperity in a difficult industry—that is in and of itself a tale worth

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