“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.