
Why We Don't Need Control - They Know What Needs to be Done, and They do it
How many times have you found managers (even yourself) getting in the way of people doing their job? I'm not talking about wandering around and seeing what's going on, I'm talking about being a distraction because of the lack of faith you have in your people. They know when it's there. And the behavior that comes from it is not only distracting, but can cause some pretty deep resentments.
In reference to his people, Kelleher said that "They know what needs to be done, and they do it." That's a man that has confidence and respect for his people. His people knew it and gave it back to him. What it resulted in was repaid many times
over toward customers, shareholders, management and fellow workers.
Not only did Southwest Airlines (LUV) have great people, but it also spoke for their training, trust, faith, motivation, innovation, and all the rest that made the company the great experience that it was.
It also speaks of confidence that there was a great communication within the company and that layers had been flattened out. Even when there were managment layers, in practicality, they really didn't exist. There were managers, but overall they stayed out of the workers way and were there to offer support and get things out of the way so the workers could do their jobs.
There also weren't classes of them versus us at Southwest. When offsite parties or gatherings were planned, managers as well as workers rubbed shoulders and hung out without distinctions between them. It wasn't just words, but a way of life of the company that everybody loved and responded to.
The company was essentially a big family and team that knew what to do and helped each other get it done. They knew what to do and executed it at a high level.
Other Herb Kelleher Sources:
Leadership: The Essential Herb Kelleher
Speeches and Presentations from Southwest Leaders
Southwest Airlines: The Hottest Thing in the Sky
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