Herb Kelleher Quotes

Everybody understands that you're supposed to say 'our employees are our most valuable asset' to the point where, even if it's really true, they're not going to really trust you until you've earned that - same with customers.

Wal-Mart is an amazing success story. What I particularly admire very much about the late Sam Walton was his policy of valuing his employees. Giving value to employees is very rare in the retail industry. I also admire the strategies Walton used to build up his discount store concept.

Everyone talks about building a relationship with your customer. I think you build one with your employees first.

We want to take care of our employees, because they take care of our family.

What you can't buy is the loyalty that comes through our dedicated crewmembers.

Basically, what we've done is, every year we take half the money and allow people who've helped us in the industry to give it away. One year, the ladies who put the pretzel bags in the boxes got to give it away.

My management style is there is no such thing as non-important people in the company.

I care very deeply about the people at Tesla. I feel like I have a great debt to the people of Tesla who are making the company successful.

One of our secret-sauce powers is that our people don't just write checks and place the ads, but our employees go the extra mile to get things done.

I can't tell you how many thousands of small moments that I've had with employees in our company that have been nothing more than a one-on-one. I'll see the baggage-services person, he or she is by himself. I'll pull them off to the side and have a 15-minute conversation about their history, their life, that kind of thing.

We greatly value the contributions of all of our employees.

We are dedicated to setting the standard for customer service among U.S. airlines, as we elevate the experience our customers have with us from booking to baggage claim.

We take such good care of our employees. What I do is think about what I would want my employer to be like. We started helping our employees with every facet of their lives, and our HR problems went from A to Z in reverse.

United Airlines: Passengers are our worst enemy. We're not too fond of luggage either.

If you love your company and love what you do, you will serve your customers better-period!

Our belief is that if you get the culture right, most of the other stuff, like great customer service, or building a great long-term brand or empowering passionate employees and customers, will happen on its own.

I have always made it a point to know our employees, to visit every facility of our company, and to try to meet and know every single employee.

I think there's a need for somewhat of a mindset change. We need to have a consistent external focus. We've always had the research labs. We've always had the resources to be innovative, and we've been innovative in a number of businesses. But, in any big company, you have to constantly push people to look at markets and customers, rather than look internally at themselves.

People do a better job if they respect the leader of the company. I learned that on my mission - the value of people and how to truly appreciate them.

... if it's not your style to stretch and go the extra mile to make sure our customer experience is great, you're going to have an allergic reaction to this company. You probably won't stay. If you do try and stay, but can't adapt to the culture then it will reject you like a virus from a healthy immune system.

Treat employees like they make a difference and they will

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

The impact of organizational health goes far beyond the walls of a company, extending to customers and vendors, even to spouses and children. It sends people to work in the morning with clarity, hope, and anticipation and brings them home at night with a greater sense of accomplishment, contribution, and self-esteem. The impact of this is as important as it is impossible to measure.

It is simply service that measures success.

Loyal employees in any company create loyal customers, who in turn create happy shareholders.