Happy Birthday to Colleen C. Barrett, founder of the Institute for Cultural Excellence & Customer Service

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Happy Birthday to Colleen C. Barrett, founder of the Institute for Cultural Excellence & Customer Service

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The Colleen C. Barrett Institute for Cultural Excellence & Customer Service

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CCBI Wellness Journey: A Year In Review

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.

Little did we know how timely this decision would prove to be. We lost our beloved Colleen, namesake of the CCB Institute, barely five months into 2024. In a split second, the need to hold our “family” close became exponentially more important. Every word and deed seemed to matter just a little more, especially as it related to honoring Colleen’s legacy. Acts such as creating a dedicated tribute page were acutely personal. In truth, the story of Colleen’s contributions, her impact on Southwest Airlines, and her influence on countless organizations and people will never be complete. The lessons she conveyed through Servant’s Heart Leadership and being in service to others are timeless.

So how did that reflect in our messaging for 2024? Pretty seamlessly, actually. We were already anchored in our focus on personal and professional wellness. We then concentrated on four areas of growth: Being Well; Leading Well; Learning Well; and Serving Well. If you missed any Thought Leadership articles on these topics, please go back and have a look. Each month is a nugget of pure gold with Southwest Leaders offering personal stories and actionable advice on what it means to be, lead, learn, and serve well. All of which was inspired by the life and legacy of Colleen Barrett (whose wisdom is captured firsthand in our May 2024 edition).

We took two more steps in the wellness space through the presentation of two Virtual Gatherings. One focused on personal wellness journeys and stories from Southwest Employees. The second opened the door to our future, focusing on renewed strength and emboldened Culture. We highlighted Southwest’s Culture Ambassador Program with an old-fashioned “Culture Primer” on how to build (or reinvigorate) your own culture program. In so doing, we embraced memories of our past, gratitude for our growth, and excitement about the future.

With this refreshed sense of purpose and energy, we invite you to join us in the new year. Same ship, new voyage. In 2025, the CCB Institute will focus on Elevating Brand Identity: Same but Better. We’ll explore Transformation (owning our attitude); Connection (taking care of culture and traditions); Adaptability (bridging the old with the new); and Dedication(committing to the cause). Colleen remains embedded in our hearts and minds, and we are excited to continue her remarkable work. Stay tuned!

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Monica Van Slate

Colleen C. Barrett Institute (and longtime Southwest Employee)

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Laura Nieto

Healthy Cultures: Community Engagement as a Company Value

“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.

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Patrick Lencioni

Healthy Cultures: The Crucial Caretaking of Talent

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.

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Eric Campbell

Healthy Teams: Leading Teams That Are Both Driven and Kind

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.

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