Succession planning has been a major priority at Southwest for quite some time. We think we have come up with a winning combination of talent for our company reorganization.

One piece of advice that always stuck in my mind is that people should be respected and trusted as people, not because of their position or title.

If employees aren't satisfied, they won't promote the product we need.

I think my greatest moment in business was when the first Southwest airplane arrived after four years of litigation and I walked up to it and I kissed that baby on the lips and I cried.

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.

The essential difference in service is not machines or 'things.' The essential difference is minds, hearts, spirits, and souls.

It takes nerves of steel to stay neurotic.