Southwest Airlines: A Study in Employee Recognition

Over the years there have been many articles written about the success of Southwest Airlines.  Many in our industry would point to how well they reward and recognize their employees as a key reason for their success.  While we are sure that is a part of their success formula, it certainly isn’t the only reason. 

Based on our recent post on Culture Driving Employee Motivation, researchers McGregor

and Doshi have concluded that there are three main reasons why companies excel in their industries.  Of these, “Play” is the first.  Employees are motivated by the work itself because they enjoy it.  Anyone who has ever flown Southwest Airlines would have to attest that it is without a doubt the most playful in the skies, and their employees obviously enjoy working there. 

Southwest is regarded as one of the best cultures for employee recognition in the country.  It began with three planes in 1971.  Today it flies 100 million passengers a year on a fleet of 680 planes and employs 45,000 people. Despite Southwest's size and success, its employees still give the impression that they are part of a small, aspirational effort -- something that very few companies, let alone airlines, have managed to do. 

Herb Kelleher, the founder and first CEO of Southwest, has been credited with building the culture that started the growth of Southwest. To simplify his philosophy, he built everything from his employees on up. When asked about his success he simply said …”

“Don’t ever doubt, in the customer service business, the importance of people and their attitudes.”

“We will hire someone with less experience, less education, and less expertise, than someone who has more of those things and has a rotten attitude. Because we can train people. We can teach people how to lead. We can teach people how to provide customer service. But we can’t change their DNA.”

From inception, Southwest has used employee recognition to build their culture of customer

service.  Long before it was fashionable, they innately understood that “a playful attitude” was something that drove performance.  And that motivating the “why” their employees came to work, was just as important as motivating the “how.” 

Researching the recognition programs that Southwest has implemented, you will find they have executed just about every type of program used today.  And they never stop redesigning new ones.  But the one consistent piece they always seem to include are structures that reinforce play and positive attitudes.

If your recognition programs are structured to reinforce your company’s mission, vision and values, you may want to consider including play and attitude as a driving piece to the equation.

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