What You Get in Return
Offering ownership in a company so that can share in its success is nothing new of course, many companies do this. Like Herb Kelleher said one time, "We also have provided profit sharing to all employees for the past 24 years. We want them to have a significant ownership of Southwest Airlines (LUV). We want them to share our success. We want to offer top-notch benefit programs."
Sometimes when we talk about the importance of how we treat and serve our people, it can sometimes seem onesided in its outlook. One of the reasons I tilt that way is because there is such a need for it in companies that to try to always balance it would be counterproductive.
Having said that, there is a huge other side of the equation we need to look at: the expectations in return.
As Kelleher finished his above statement saying, "But in return for this we want our people to be productive. And we achieve productivity through people's enthusiasm and dedication, to be sure -- but also through work rules that encourage flexibility and cooperation up, down, and across our organization. I think it says a lot that we have had no layoffs and only one strike in our 25-year history."
It's a long way of saying he created the type of business culture that gave the people everything he could, and in return he expected, and got back from them their loyalty. When it comes down to it, that's what he is saying when he mentions productivity, dedication, enthusiasm, flexibility and cooperation.
Most people are looking for an opportunity to give in this way. All we have to do is create the atmosphere for it to thrive.
Anybody that creates that type of workplace will be a winner in just about any market they serve.
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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