“Community is more than a place; it’s at the Heart of what brings us together.” I say this often, and I get to say it with conviction, because at the Heart of Southwest Airlines is a healthy Culture, one that gives back to the communities we serve and takes care of our People.

Research confirms caring for people is good for business. Companies investing in their communities earn stronger reputations, hold onto their People longer, and see higher engagement and pride at work. Thankfully, we never needed convincing, because we had a champion in Colleen Barrett.

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.

Imagine two lists. One contains the qualities that a businessperson should have. The other includes the attributes that most would say they wouldn’t want to have. There’s only one word I can think of that might top both lists: vulnerability. Whether we’re talking about leadership, teamwork, or client service, there is no more powerful attribute than the ability to be genuinely honest about one’s weaknesses, mistakes, and need for help. Nothing inspires trust in another human being like vulnerability. There’s something immensely attractive and inspiring about humility and graciousness.

As I thought about this end-of-year article, especially as a first-time contributor to the Colleen C. Barrett Institute, I kept coming back to three words—reflection, gratitude, and optimism. I’ve been part of the Southwest story for 18 years and am privileged to help lead, support and sustain our Culture initiatives, which, of course, began under Colleen’s Leadership. I remember her passion for Southwest history—reflecting on where we’ve been; her consistent focus on the present—being grateful for where we are; and her anticipation of the future—optimistic about where we’re going.

Southwest Airlines and Chick Fil-A are iconic brands known for kindness and courtesy toward patrons and peers and also for enduring success. Just as Colleen Barrett lived and led by the Golden Rule, Chick fil-A Founder Truett Cathy also built a business anchored in serving and loving others. Few people understand that more than original Chick Fil-A Pioneer and former Marketing Executive David Salyers. For the months of October and November, the CCB Institute is delighted to share his words of wisdom in the realm of Servant Leadership. You are going to LUV this values-driven, practical action piece—don’t miss it!

As someone still new to Southwest Airlines and just beginning to appreciate the incredible legacy of Colleen Barrett, being asked to contribute to her tribute site is both an honor and, truthfully, a little intimidating. I know I bring experience, skills, and perspective from the Communications and Brand world, but I’m also very aware of the weight of her impact and the iconic reputation she helped create.

On behalf of my 72,000+ Southwest Airlines Cohearts, I join our CCB Institute family, along with friends of The Fellowship and Unstoppable Cultures organizations, in honoring the memory of the extraordinary Ginger Hardage. She was a trusted Leader, confidant, mentor, and cherished friend to me and many others, and she will be missed.

When I learned from my publisher that someone had ordered thirty thousand copies of The Simple Truths of Service, a book I coauthored with Barbara Glanz, I had to know more. The person was Colleen Barrett.

I began my Southwest journey in Reservations in 1993. Over the years, I’ve had the privilege of serving in several departments, each role shaping my path, teaching me to adapt to new things, and deepening my connection to our Legendary Culture. In 2004, I landed what I consider my dream job in the Executive Office, working directly for Colleen.

In July of 2000, I never could have imagined how a Southwest Airlines job advertisement in a legal publication would change the course of my life. At the time, I was working in a law firm, preparing to welcome my daughter into the world, and I was seeking a change. So, I took a chance—I applied.

At some point in life, I suspect we’ve all experienced or said out loud (maybe even shouted) “change is hard!” When change comes along, it sometimes brings with it disruption, ambiguity and even chaos—all uncomfortable things, especially for someone who likes a clear and predictable plan. But, as I reflect on the countless changes I’ve experienced in my life, I have to say, often, those moments brought critical growth and unexpected, pleasant surprises.

In planning the Institute’s 2024 content, our hearts kept coming back to the concept of taking care of our own “house.” We wanted to focus on our own wellness and the wellbeing of those we love—and LUV. Sometimes, people, family, and organizations simply need a “reset,” and that’s exactly what we did.

Have you ever been onboard one of our amazing Southwest Airlines’ flights and forgotten that you’re actually high above the ground, traveling hundreds of miles per hour? I’ve caught myself losing sight of that as well, and I’m reminded that is exactly the level of trust and confidence we hope to achieve in serving our Customers.

My 38 years at Southwest have been a journey filled with immense gratitude. I’ve witnessed firsthand the power of strong leadership and the profound impact it has on an organization and its people, especially when facing adversity. Through the years, I’ve experienced my share of challenges, and one lesson I learned early on from Colleen Barrett (namesake of the CCB Institute) was that the defining factor in navigating storms is the quality of leadership at the helm.

In today’s workplace, effectively growing and managing diverse Teams is paramount to success. Southwest Airlines President Emeritus, the late Colleen Barrett, mastered this principle, and I am blessed to be able to apply her lessons firsthand from seeing years of her “walking the talk.”

Have you ever wondered why Southwest Airlines receives such an incredible amount of media coverage? Obviously, we have a wonderful Public Relations Department making sure our accomplishments and activities don’t go unnoticed, but the mere fact that we are a “successful airline” – two words most people think don’t go together – makes us newsworthy. It also leaves us- and everything we do open to scrutiny.

From the times I engaged with Herb Kelleher (Founder of Southwest Airlines) and Colleen Barrett (CCB Institute namesake!) early in my career, I learned from them the true value of giving your People your time and attention and seeing them for who they are instead of just the positions they fill. To me, that means you have to remember your Teams are made up of unique individuals and never forget the “Golden Rule” when you have the opportunity to connect with someone.

If you’ve ever flown before—hopefully with Southwest!—you’re likely familiar with the inflight safety announcement to put your oxygen mask on first before attempting to help others in an emergency. Did you know the same guidance can apply to your daily life, whether professional or personal? It’s true. To be able to meaningfully care for others or lead effectively, you must take care of yourself.

When drafting a January newsletter, it’s easy to default to common “New Year” themes, such as setting goals and making resolutions. For me, however, the beginning of the year is a much-needed time to reset and reorganize–to make sure my health, my family, and my Team are ready to take on the coming year. Perhaps this rings true for you?

I recently read an article showcasing some of the most influential speakers of our time. Each has their individual style, but what caught my attention most is what they have in common—their messages are almost always anchored in a story. Not just any story.

I’ve always appreciated this quote, but it wasn’t until I moved into Leadership roles at Southwest that I realized the gravity of its truth. Conveying information—even very important information—is nothing more than an exercise in speech if the intended audience either does not understand or, more significantly, does not care.

When hosting visitors at Southwest, they often remark that People smile at them in the halls. I’m always surprised that it’s something that stands out. After 22 years at Southwest, it isn’t something I think twice about. The Golden Rule is the standard for how Southwest Airlines Employees treat one another, and it’s been that way since day one. And as a Company, we’ve always endeavored to put People first.

The role of technology within an organization may not immediately bring “emotional intelligence” to mind; but in reality, navigating processes, diverse personalities, and logistical challenges all require extraordinary people skills. Emotional intelligence (EI) is the capacity to recognize, understand, and manage emotions. It requires healthy doses of self-awareness, social awareness, and relationship management.

At Southwest Airlines, we are known for putting People first. As our beloved Colleen says, “Everybody has the right to be treated with respect, and everyone should be required to treat others with respect.” Our Company Values focus on how we show up each and every day, and one of the best ways to establish a genuine rapport with each other is to lead with empathy.

As I think about promises and what they mean to me, I’m taken back to my time in the Army. In the military, a promise is a sacred bond that we honor with our lives. It’s a commitment to serve, protect, and defend, no matter the cost. And I carry that thinking with me every day.

On one hand, the word vision seems straightforward – the ability to see. Yet there is so much more to explore when we think about the broader meaning of vision. It is an articulation and visualization of what we want for the future. Vision has certainly been a source of motivation during my career at Southwest Airlines.

We want to share this special edition of LUV Mail with our CCBI friends and family to highlight just a few of the many Employees who stepped up and answered the call to help restore our operation. And what better occasion to do so than Valentine’s Day!

At Southwest, we talk a lot about putting our People first. It’s our Employees who make us an industry leader. Recognizing and appreciating them is not only the right thing to do, data shows that it has an undeniable positive impact on Employee engagement.

We ask our Employees to exceed our Customers’ expectations by extending our Legendary Customer Service, so when our Customers take the time to share the impact our Employees have made in their lives, it is crucial to pass along their praise.

Last month, we highlighted how important diversity is at Southwest Airlines. We continue to focus on increasing our diverse talent pipelines so we better represent the communities that we serve.

No one would have ever convinced me twenty years ago that I would one day become the Chief Marketing Officer; simply working at Southwest Airlines and being a part of its famed Culture was a dream come true.

Southwest’s Values are those of care, compassion and grace, but also of direct feedback, honesty and sometimes tough conversations. It shapes the future generation of our Company, and it shaped me! Southwest President Emeritus, Colleen Barrett, taught me tough love and to be comfortable with my sharp edges.

Throughout my time at Southwest, I’ve served in a number of roles, starting as a Ramp Agent in Detroit and working my way around our network and into my current role as our Vice President Ground Operations. All of these experiences have given me a front row seat to learn from other Leaders and then to decide what Leadership means to me personally.

As a 16-year Southwest Airlines Employee, I love meeting new people outside of work because as you run down the list of typical questions, the “where do you work” question is bound to come up. Inevitably, when I share that I work for Southwest, I’m met with excitement and usually a personal story explaining why they LOVE Southwest.

SWA U is where our New Hires start their career and where we encourage Employees to make learning and development a central component of their journey at Southwest.

At Southwest Airlines, we believe People are our greatest asset. We lovingly call our HR Department the “People Department” to remind us all of that focus. If Employees are our greatest asset, then how do we protect that asset?

At Southwest Airlines, we’ve looked forward to our 50th Anniversary for a long time. And while our 50th year looked nothing like we anticipated due to a global pandemic, throughout 2021 we have still celebrated this milestone in appropriate and cost-conscious ways with Employees, Customers, and Partners.

There are so many reasons to celebrate this time of year! First, we got to celebrate my favorite holiday, Independence Day, with family, sunshine, food, fireworks, and all things freedom (and a lot of things that sparkle!).

On June 18th, Southwest Airlines® celebrated an amazing 50 years of service. It’s still hard to believe that we’ve come this far. I certainly would not have predicted it all those years ago when we were fighting just for the right to get our little Texas-based airline off the ground!