Today I board a Southwest Airlines flight knowing that there’s a hole in the center of the heart-shaped corporate icon. Cofounder of Southwest Airlines, Herb Kelleher, just passed away at the age of 87.
He was a legend not only in the airline business, but in any type of business. He was a unique mix of innovation, motivation, and vision.
Here are a few of his quotes on strategy, customer service, culture, and leadership. So many of these quotes I have used whether on stage in a presentation or in a boardroom.
Rest in peace, Mr. Kelleher.
Kelleher Quotes to Inspire Your Strategy
“We have a strategic plan. It’s called doing things.” -Herb Kelleher
Perhaps you’ve never heard of Make A Difference Day. Started in 1992, the day is one where people perform community service, volunteer, or serve others in various ways.
In the spirit of service, here are some quotes to inspire us all to give back. And, though the official day is October 27th, it’s a great reminder, no matter the date. That’s what servant leadership is all about.
“Each one of us can make a difference. Together we make a change.” –Barbara Mikulski
That’s the question on the back cover of James Strock’s new book Serve to Lead: 21st Century Leaders Manual. It’s the first of four questions posed by the author. Serve to Lead is filled with principles that inspire us to the highest level of leadership. It’s an essential leadership guide for anyone aspiring to take their game to a higher-level. As someone who writes and speaks about servant leadership, I found it a compelling read.
James Strock is an author and leadership speaker, an entrepreneur, and a reformer. I recently asked him to share his perspective on the changing nature of leadership.
“Life’s most persistent and urgent question is, What are you doing for others?” -Martin Luther King, Jr.
What has changed in the field of leadership for the 21st Century?
Our lives and work are undergoing extensive, high-velocity change. It’s inevitable that leadership—which is about relationships and relates to all parts of our world—would be transformed.
Among the most significant changes is the breakdown of longstanding barriers that defined leadership. For example, individuals holding high positions of power traditionally tended to be distant from the those they served. Today, anyone can find a way to communicate with almost anyone else through new technologies. Such individuals no longer have the zones of privacy that separated their personal and professional lives. Elective politicians have been experiencing this new world for some time. Corporate and NGO officials are now liable to be held to account in the same way.
The new trends are part of a transformational change wrought by digital technology. In the 20th Century interactions were generally transactional. Now, by contrast, we’re in a web of relationships. Those relationships can be established or defined by individuals rather than by large public and private institutions.
The ongoing empowerment of individuals and previously isolated or marginalized groups through new technology has accelerated the longstanding trend toward leadership exerted through influence rather than domination or dictation. That doesn’t mean that the world has magically become a utopian paradise or democracy. It does mean that leadership roles are subject to greater accountability, and the tools of workaday management and service are in transition.
“Organizations exist to serve. Period. Leaders live to serve. Period.” -Tom Peters
What are the unique challenges of our day that impact leadership?
A unique, unprecedented challenge of 21st-Century leadership is involuntary transparency. Traditional notions of separate work and personal lives are being upended. Presidential candidates are pursued 24/7 by stalkers with video cameras. They lay in wait for a moment of anger, a moment of exhaustion, or a moment of pique. Then they pounce! Skilled propagandists will utilize such human moments to convey a negative narrative that appears more credible through a captured moment that may have no actual relevance.
Those who would lead are being curtailed in their capacity to craft a narrative. One can see advantages when this exposes relevant hypocrisy. Yet there are also costs. It can surely inflame the mistrust and cynicism that is afflicting the populace. It can also prompt people to turn away from positional leadership roles.
How involuntary transparency will be negotiated with expectations of privacy is one of the great questions of evolving 21st-Century leadership.
“First, always ask for the order, and second, when the customer says yes, stop talking.” -Michael Bloomberg
Art Barter recently wrote a journal, The Servant Leadership Journal, which takes readers through an 18-week journey. Filled with space for reflection and exercises, the book is a thoughtful way to reinforce the servant leadership mindset. Art is the owner of Datron World Communications, Inc., and he took that business from $10 million to $200 million using these principles. Because of his passion for this type of leadership, Art has also founded the Servant Leadership Institute.
I recently asked him about his work in this area.
“There’s a wonder and magic in leaving your ego behind and serving others.” -Art Barter
What would you say to yourself if you could go back and talk to the Art just starting his career?
I would tell the Art just starting his career to respect authority, find his “why” and not let others define him. And I would tell him to find a mentor who practiced servant leadership. With that kind of attitude, I would have looked for the significance in my career, not just success, at a much earlier age. I wish I had realized the importance of serving first and knowing the joy that comes from helping your employees thrive.
“To be trusted is a greater compliment than being loved.” -George MacDonald
Why did you decide to do a journal versus a traditional book?
The word “serve” is a verb, an action word. Presenting our behaviors of a servant leader as a journal gets readers involved in action — working to change their behavior, which in turn helps to change mindset. Working through the journal and creating their own visualization for living the behaviors will have a greater impact on their transformation. As Ken Blanchard says, “Leadership is an inside out job.” The journal involves readers with the “inside” work only they can do. The goal is to create leaders who live with an orientation toward serving others.
What’s the best way to change behavior? How do we know which behaviors to change first?
I think the best way to change behavior is to practice, practice, practice. Set small goals and be intentional. You will begin to assess situations differently, from a servant’s perspective. You will approach others with an attitude of, “How can I add value here?”
As for which behavior to change first, one approach we advocate is to work on the Serve First behavior before moving on to the other behaviors. But we also need to meet people where they are, so another approach is to do a self-assessment or have peers assess you on the nine behaviors and work on the ones for which you have the lowest scores.
Through this process, I cannot emphasize enough the need to listen to those closest to you. They will give you great feedback if you are willing to listen and then act.
“The best way to change behavior is to practice, practice, practice.” -Art Barter
This is a guest post by Monika Götzmann. Monika is the EMEA Marketing Director of Miller Heiman Group, a global sales training and customer experience company. It specializes in customer service coaching.
Customer service can have a decisive role in the success or failure of a business. In fact, an American Express survey found that 59 percent of people would try a new brand for a better customer service experience, while 70 percent are willing to spend more with companies who provide a great service.
59% of people would try a new brand for a better service experience.
Unconventional Yet Effective Customer Service Training Tactics
Here, we look at three unconventional customer service training tactics to help your business stand out:
1. Customer Service Training for Everyone
One highly-effective, yet unconventional, tactic is to insist that everybody in a company undergoes customer service training, even if their role is not directly linked to delivering customer service.
Perhaps the most notable example of this is Zappos, who insist that every recruit goes through four weeks of customer service training. The result is that all staff members, even in corporate positions, have first-hand experience of dealing with customers and can better understand their needs.
“Customer service is not a department. It’s everyone’s job.” -Unknown
Another unorthodox customer service training method is to focus on consumer psychology. Although people are all different, there are a number of behaviors and thought processes that are fairly typical for all consumers. According to Harsh Vardhan, writing for “YFS Magazine,” some of the fundamental customer traits are as follows:
When given a choice, customers generally pick the easier way
Customers want reassurance or solutions as quickly as possible
Pricing is not so important to loyal customers
Teaching your reps these basic concepts can allow them to deliver more satisfactory customer service.
“The customer’s perception is your reality.” -Kate Kabriskie