A Mission Statement That Gets to the Heart of It All

Southwest Airlines is my airline of choice for reasons beyond its 'byte-sized' fares. I particularly appreciate and enjoy the unique spirit of customer-focused service that is evident throughout its system and the cheerful, friendly ambiance of its employees. Perhaps because of its customer focus, Southwest is the only airline in the United States that has made a profit every quarter since its first quarterly profit as a young start-up company in the early '70s. Even after 9-11. Southwest realized a profit before any receipt of the government subsidies that were provided during this time of crisis for the airlines.

Last week on a Southwest flight, I read with great interest, "Colleen's Corner", the regular column written by Colleen Barrett, President, in their Spirit magazine. Colleen, a part of Southwest since its inception in the early 70's, writes in the April issue about Southwest's Mission Statement.

Speaking for Southwest, Colleen notes that their Mission Statement deliberately never mentions flying airplanes, making a profit, or providing a return to shareholders. All airlines are alike in this regard, she says. "Instead, we use our Mission Statement to explain how we will accomplish these business goals."

Their short Mission Statement has two sections. One addresses their external customers; that's us, the passengers. The second section addresses its internal customers: its employees. Southwest states its commitment, promising job stability and personal and professional development. The company pledges to treat its internal customers the same way it asks them to treat its external customers. Colleen makes clear that Southwest knows that without employees the "Right Employees", there would be, at best, poor customer service. And with poor customer service, there would be no more customers.

For many frail elders, there is no or little choice in where they live their last years. In such cases, "poor customer service" does not mean no customers, unfortunately. For those who reside in retirement communities where the focus is on customer service, both external and internal customers, those elders undoubtedly experience a higher quality of life, and the staff experiences satisfaction in their work, a low turnover rate, and input into how the organization moves toward its goal. (I've just described transformative nursing homes!)

Some retirement communities may not have a written Mission Statement. But whether one exists or not, every organization operates according to some mission statement, a philosophy. The 'operative' Mission Statement is revealed in the values and attitudes that permeate the policies, programs and procedures of the community, and how the employees, from CEO to the newest hire, approach and carry out their work. The goal is always to work toward and to assure that, first, the written words are really what we believe and value, and, secondly, that they are made operable day to day for each elder in the community and each employee.


Colleen's column is available online at
http://www.spiritmag.com/2008_04/colleenscorner/index.php

Copy and paste the above address into the address box on your internet page

Here is the Mission Statement of Southwest Airlines, stated in its entirety, (84 words!) also on page 14:

The mission of Southwest Airlines is dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride and Company Spirit.

We are committed to provide our Employees a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.