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For an organization to excel, it is necessary to build a culture of "mental ownership." Southwest's culture is supported by hiring, communication and other HR practices.

The idea that an HR department (it doesn't matter if it's two people) is developed in a way to support the culture of a company, is an extraordinarily valuable insight. It can't be underestimated.

What a bunch of problems, as they relate to our people, would be eliminated if this were the case at companies around the world.

One of the greatest reasons this isn't the case, starts right from the beginning of knowing, recognizing and demanding a certain company culture. while many companies will talk about their culture, very few really practically follow through on really having one.

If that's the case, and I believe it is, there will never be a highly successful HR department, based solely on the fact that there isn't a definable culture existing within the company.

You can't set up filters for the type of people you want to hire, if you aren't able to identify who you are as a business, and the type of culture you want to represent it. It's as simple as that.

Once you have that, it's not hard to develop the parameters that would entail the type of person that would fit into your culture.

An HR department can be a powerhouse for a business if the culture of a company is easily defined, and a strategy in place to get the type of people that will fit into that culture. There is no doubt what Southwest Airlines (NYSE:LUV) is, and what they represent. That's why they've been so successful in attracting great people throughout the years, which fit and adapt easily into what the business represents.

Other Herb Kelleher Sources:

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Leadership: The Essential Herb Kelleher

The CEO as Brand Guardian

Herb's way

Speeches and Presentations from Southwest Leaders

Southwest Airlines: The Hottest Thing in the Sky

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