In ‘The Eagle’s Secret’, author David McNally wrote about a corporate culture that consistently promotes excellence: “Herb Kelleher, head of Southwest Airlines [before his death in 2019], ran the most consistently profitable airline in the United States. With a sense of humour that [was] not merely contagious but virulent, Kelleher [was] surely the most outrageous CEO [of his day]. He [ran] his company with consummate people skills, a nose for cutting costs, and a consistent focus on fun. Kelleher [once] appeared at corporate headquarters dressed as Elvis, and on his planes he has dolled up as the Easter Bunny. When Southwest was named the official airline for Sea World, Kelleher showed his gratitude by painting a plane to look like Shamu, Sea World’s killer whale.

Kelleher’s attitude is [still] reflected in Southwest’s employees. His flight attendants have been known to organise trivia contests and seated relay races among passengers, deliver instructions in rap, hide in overhead baggage compartments, and give out prizes to fliers with the largest holes in their socks. “What we are looking for, first and foremost,” he [once explained], “is a sense of humour. We hire attitudes.”

Does this atmosphere of fun and camaraderie get in the way of efficiency, productivity or profits? No, just the opposite. Kelleher and Southwest have demonstrated over and over that a sense of humour, combined with a desire to contribute, makes for a corporate culture that consistently promotes excellence. As a result, Southwest employees are by far the most productive and most loyal in the industry. Meanwhile, Southwest has grown larger and more profitable year after year. And Fortune magazine recently referred to Kelleher as “America’s best CEO.”“

David McNally, 1998, The Eagle’s Secret, New York: Dell Publishing, p.212

In ‘The Eagle’s Secret’, author David McNally wrote about a corporate culture that consistently promotes excellence: “Herb Kelleher, head of Southwest Airlines [before his death in 2019], ran the most consistently profitable airline in the United States. With a sense of humour that [was] not merely contagious but virulent, Kelleher [was] surely the most outrageous CEO [of his day]. He [ran] his company with consummate people skills, a nose for cutting costs, and a consistent focus on fun. Kelleher [once] appeared at corporate headquarters dressed as Elvis, and on his planes he has dolled up as the Easter Bunny. When Southwest was named the official airline for Sea World, Kelleher showed his gratitude by painting a plane to look like Shamu, Sea World’s killer whale.

Kelleher’s attitude is [still] reflected in Southwest’s employees. His flight attendants have been known to organise trivia contests and seated relay races among passengers, deliver instructions in rap, hide in overhead baggage compartments, and give out prizes to fliers with the largest holes in their socks. “What we are looking for, first and foremost,” he [once explained], “is a sense of humour. We hire attitudes.”

Does this atmosphere of fun and camaraderie get in the way of efficiency, productivity or profits? No, just the opposite. Kelleher and Southwest have demonstrated over and over that a sense of humour, combined with a desire to contribute, makes for a corporate culture that consistently promotes excellence. As a result, Southwest employees are by far the most productive and most loyal in the industry. Meanwhile, Southwest has grown larger and more profitable year after year. And Fortune magazine recently referred to Kelleher as “America’s best CEO.”“

David McNally, 1998, The Eagle’s Secret, New York: Dell Publishing, p.212