The “war” for talent is real. Across all industries, companies must compete for people with the right skills and attitude that all great organizations need to grow and sustain success. Without the right “weapons,” it’s a hard battle to win.

Conventional wisdom says the key to winning talent is to be aggressive about salaries, bonuses, stock options, and perks. No reasonable person would disagree that financial reward plays a tremendous role in an employee’s decision to stay in a job. But it’s not the most important variable—not even close.

Engaged, loyal employees are cultivated by a healthy organizational culture—one that invites participation, is free from needless politics, and offers pathways to grow both professionally and personally. For organizations that don’t prioritize their foundational culture or address cultural dysfunction, any other attempt to retain and attract people will effectively be the equivalent of reshuffling deck chairs on the Titanic.

In the airline industry, Customers travel for a broad spectrum of reasons, and when experiences do not go as planned, emotions can run high. In those moments, frontline Employees represent both the first and last opportunity to ensure Customers feel welcomed, cared for, and appreciated. As Leaders, our responsibility is to support Teams in navigating these interactions with clarity, consistency, and the right mindset.

Over time, I’ve come back to two guiding principles that help anchor that mindset, both of which align closely with how we lead at Southwest.

First, don’t take things personally. When Customer emotions are elevated, a natural reaction is to put up a defense—deflecting blame, trying to find a silver lining, or in a worst-case scenario, matching the negative energy with a poor attitude. While we can’t always control what happened, we can control how we respond.

In my nine-year career at Southwest, I have been fortunate to be supported and led by individuals who modeled integrity and did so with resolute consistency. That kind of leadership not only instills trust but teaches you how to lead others with that same commitment, which is crucial for navigating work that presents challenges that may not always have a clear or obvious solution.

Healthy teams are built through leadership behaviors that create both trust and healthy conflict. These elements may seem to work against each other; however, they must coexist. The strongest teams are those where individuals feel safe to speak up, challenge ideas, and admit mistakes. They also hold themselves and one another to a high standard of performance and ownership.

Like it or not, all teams are potentially dysfunctional. From the basketball court to the executive suite, politics and confusion are more the rule than the exception. Why? Because teams are made of imperfect, fallible human beings. At the same time, and in beautiful irony, being exceedingly human is also why teams succeed.

A former and quite successful client best expressed the power of teamwork when he once told me, “If you could get all the people in the organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.” When I repeat this to leaders, they immediately nod their heads but in a desperate sort of way. They grasp the truth while simultaneously surrendering to the perceived impossibility of it. Fortunately, there is hope!

As we focus this first quarter on Healthy Leaders, I’m reminded that one of the most important—and often overlooked—indicators of a Healthy Leader is humility. Not the kind that downplays confidence or conviction but one that keeps a Leader grounded, open and genuinely connected to the People they serve. Healthy Leaders understand that Leadership isn’t about position or recognition. It’s about service, trust and putting others first.

Which turns my thoughts immediately to Colleen Barrett. Colleen led with a quiet strength rooted in humility. She never needed the spotlight, yet her influence was undeniable. She showed us what it looked like to lead with heart—listening first, serving Employees and staying true to the values that make Southwest special. Her example continues to shape how many of us think about Leadership today.

I once heard a leader in a training class say he was far more valuable to the company doing his day-to-day work than sitting in a classroom discussing things he already knows. I could empathize. Deadlines are real. Experience is real. And yet, the statement brought me to wonder. How many leaders reach a point where development becomes a box to check rather than a discipline to practice? A healthy leader knows that transformation never stops. When a healthy person stops eating well or exercising regularly, the decline may not be immediate, but it is inevitable. Healthy habits may look repetitive on the surface, yet the benefits compound over time. Leadership growth works the same way.