The Southwest Airlines Way [Paperback]

Product Details

• Paperback: 320 pages
• Publisher: McGraw-Hill; 1 edition (April 14, 2005)
• Language: English
• ISBN-10: 0071458271
• ISBN-13: 978-0071458276
• Product Dimensions: 9.2 x 6.3 x 0.9 inches
• Shipping Weight: 1 pounds (View shipping rates and policies)
  

By : Jody Hoffer Gittell
Price : $11.53
You Save : $5.42 (32%)

 

The Southwest Airlines Way [Paperback]

 

Client Reviews

Why cannot other firms (not only airlines) turn into as extremely admired as nicely as lucrative as Southwest Airlines? Here is an excerpt from Herb Kelleher's presentation at the Risk Management Association's annual conference: "Maintaining remarkable customer survives involves a procedure of finding persons to have an understanding of the importance of it to them in their day-to-day lives as well as in others'. We were a little concerned as we got bigger that possibly some of our early culture may be lost so we set up a culture committee whose only purpose is to preserve the Southwest Airlines culture alive. Ahead of individuals knew how to make fire, there was a fire watcher. Cave dwellers could have discovered a tree hit by lightning and brought fire back to the cave. Somebody had to make sure it kept going mainly because if it went out, there was was the most critical individual in the tribe. I stated to our culture committee, 'You are our fire watchers, who make sure the fire does not go out. I feel you are the most crucial committee at Southwest Airlines.' I definitely do think that to be the case. We have folks come in from all over the globe who are interested in our culture for the reason that they see it in the buyer service aspect of it."
Kelleher then notes that "Southwest Airlines had 162 businesses at our final corporate day [open residence], which we have twice a year. We began them off that day with the Macarena and they were all asking yourself, 'Hmmmm....I was searching for E=mc2 and I'm obtaining the Macarena.' But a fellow from Swiss Air was interviewed when he left and was asked, 'What's the most critical message you're taking back to Swiss Air?' And he stated 'For everyone to study to do the Macarena.' Everybody's seeking for a single Large Answer, an hassle-free answer such as 'We'll communicate for six months, then get on with anything else that is much more vital.' I keep telling them that the intangibles are far more essential than the tangibles in the competitive globe mainly because, clearly, you can replicate the tangibles. You can get the identical airplane. You can get the very same ticket counters. You can get the identical computer systems. But the hardest factor for a competitor to match is your culture and the spirit of your men and women and their concentrate on client service given that that is not one thing you can do overnight and it isn't a thing you can do with no a great deal of attention each day in a thousand different techniques. That is why I say that our staff are our competitive protection."
I can't assume of a superior introduction to Gittell's book, nor to my comments on her book. Even though she identifies "Ten Southwest Practices" and devotes a chapter to explaining every in Element two, her important point (and Kelleher's) is that high performance relations are the crucial to Southwest's good results. Gittell includes these comments by a Southwest ramp manager:
"A single factor we can not teach is attitude toward peers or other groups. There's a code, a way to respond to each and every individual who operates for Southwest. The simplest way to get in trouble is to offend an additional employee. We have to have men and women to respond favorably. It promotes very good working relationships....You acquire an person with an upbeat and positive attitude -- and you will acquire that almost everything that needs to be performed, will get performed. It really is fairly contagious." I have been a Southwest frequent flier due to the fact 1976. Not as soon as, even as soon as, have I ever had a much less-than-pleasant knowledge with anybody inside the Southwest organization. Kelleher is appropriately praised for his vision, charm, business acumen, inspiration, passion, determination, wit, etc. He need to also be praised for the leadership he has encouraged and supported at all levels of Southwest. In my opinion, that is his single greatest contribution. As Jim Collins describes it in Decent to Excellent, "receiving the right people today on the bus."
In Element 3, Gittell explains how the "Ten Southwest Practices" reinforce (or undermine) every single other she then suggests what can be learned from Southwest, briefly discussing efforts by competitor airlines next, she examines how Southwest responds to pressure and manages crises (e.g. September 11) finally, Gittell delivers a number of suggestions as to how other organizations can implement high overall performance relationships. There is absolutely nothing incorrect with any of those ideas. Then again, obviously, listing the "Ten Southwest Practices" is far, far easier than convincing or inspiring most (if not all) folks in another organization to follow them all day, every single day, year immediately after year. And it is even alot more challenging to build such order-in when an organization is undergoing extensive growth and sustains it profitably as Southwest has. In particular in the ferociously competitive airline industry, the Yoda's admonition is appropriate: "Do or do not. There is no attempt."

A number of books and numerous articles have been written about Southwest Airlines. They highlight its structure, its culture, its CEO, its low fares and other factors as to why it is the vibrant spot in an otherwise dismally performing market. None, on the other hand, have totally captured the true explanation of why Southwest succeeds.
In this book, Dr. Gittell has managed to determine and even quantify the powerful formula of Southwest's good results. Basically stated, it is the company's ability to attain high efficiency relationships by sharing objectives and facts in a climate of mutual respect. This will allow the coordination and communication required to attain efficiency and consumer service in the complicated and multi-functional environment of an airline.
Lest this appear too effortless or 'soft', Dr. Gittell provides detailed analysis of Southwest's method. She identifies ten precise practices used by the individuals of Southwest to realize their incredibly consistent overall performance. These practices range from those that might be expected in a successful organization such as credibility of leadership, emphasis on hiring and coaching, and positive relationships with unions and suppliers, to those that are contrary to today's accepted wisdom such as growing frontline leadership positions and producing human 'boundry-spanners' as opposed to relying on electronic interfaces.
The really good news is that Dr. Gittell clearly identifies and explains every of these components in a highly readable way that is also backed with data. The challenging portion is that these are not swift fixes and that the evidence indicates that most, if not all, of the practices need to be adapted/adopted if yet another organization is to duplicate the good results of Southwest. Nevertheless, thanks to the author, the lessons are revealed for all to benefit.
I would advocate that the worth of this book not be limited to the airline sector. These concepts and practices are applicable to any organization or business that is striving for top quality, efficiency and customer service in a complex, competitive atmosphere.