I Experienced it at Southwest: Profitable Business with Heart

At Southwest Airlines, the flip was evident. They were profitable, paradoxically, because they did not put profits first.

For my birthday, I didn't want cake and ice cream. I wanted a variety of cereal with different toppings for everyone. Our VP of PR said, “Sure, go for it.”

At 4 p.m. every day, I fell out of my chair backwards. I was prone to restlessness by the afternoon, and this act made me happy. My boss said “go for it” as long as there wasn't a customer in the office.

They accepted me as I was. For the unique person I am. I saw that it was possible to be yourself at work.

The halls at the Dallas headquarters are completely covered with family pictures, from ski trips to chili cookoffs. And they are pictures from all employees, not just management.

One time, I got to fly to El Paso to honor exemplary ramp agents. We all had dinner and a party that night. The joy was real, and it was contagious.

The Southwest secret sauce? They care about people. They actually do.

For Southwest’s 30th anniversary party, I wore a blue spandex costume that read “Herb's Bodyguard” in honor of CEO Herb Kelleher. I danced with the band. I brought Herb his favorite dish: wild turkey.

I got to interview a rodeo clown named Cleo her for Spirit, Southwest’s in-flight magazine. I got to write a top 10 list poking fun at discount airfare websites, which was used in an actual press release. Southwest gave me — a lowly PR intern — freedom and a voice.

We had deck parties at Southwest headquarters every Friday with a band and free beer. This wasn't a party to increase employee loyalty or boost poor morale. Southwest leadership simply believe that if you're going to be somewhere for half of your waking hours, it should be fun.

Herb was a special kind of leader. He trusted people. He hired “people people.” He felt that it was better to hire for attitude and train for skill. Herb was ahead of his time in many ways.

Southwest flight attendants were different. They were allowed to be funny; they were encouraged to bring light to any situation; they were empowered to do the right thing. There are countless stories reflecting these truths.

Southwest ads were different. They were quirky. Not because Southwest considered the ROI on having a quirky ad, but because it is who they are at their core: unconventional.

Southwest lived the golden rule. They recognized that we employees chose to be there and chose to work hard. Southwest's leadership chose to honor this choice by making work feel different. Herb needed this freedom and he granted it to others — a working example of "do unto others as you would have the do unto to you."

Southwest is evidence that profitable business with heart is possible.