Herb Kelleher’s Philosophy of Hiring: “Hire for Attitude, Train for Skill”
Herb Kelleher, the legendary co-founder and former CEO of Southwest Airlines, articulated one of the most influential management philosophies of the late twentieth century with his simple but profound statement: “Hire for attitude, train for skill.” This quote emerged from Kelleher’s unconventional approach to building an airline during the 1970s and 1980s, when the aviation industry was dominated by rigid hierarchies and formal procedures. Unlike his competitors who prioritized credentials and technical expertise above all else, Kelleher recognized that the human element—personality, work ethic, and cultural fit—was the true differentiator in creating a successful organization. The quote encapsulates a philosophy that would eventually transform not just Southwest Airlines, but business management practices across industries worldwide. It represents a fundamental shift in how leaders think about talent acquisition and human resources, moving away from the purely technical evaluation of candidates toward a more holistic assessment of human potential.
Herb Kelleher’s own background profoundly shaped his unconventional management philosophy. Born in 1931 in Camden, New Jersey, Kelleher studied corporate law and earned his law degree from New York University before moving to Texas to practice law. His path to becoming an airline magnate was entirely accidental. In 1966, a client named Rollin King approached him with an idea for a low-cost airline that would fly between Dallas, Houston, and San Antonio. Intrigued by the challenge, Kelleher helped found Southwest Airlines in 1971, though the company didn’t begin operations until 1972 due to legal battles with established competitors who viewed this upstart carrier as a threat. Kelleher’s legal background would prove invaluable, but it was his instinct for organizational culture that became his true genius. Unlike typical CEOs who maintained distance from employees, Kelleher was known for his hands-on approach and his genuine interest in the people who worked for Southwest. He would personally greet employees on flights, listen to their ideas, and foster an environment where unconventional thinking was not just tolerated but celebrated.
The context for Kelleher’s “hire for attitude” philosophy emerged from Southwest’s unique competitive strategy in the airline industry. While major carriers like United, American, and Delta operated hub-and-spoke networks with complex route systems and multiple aircraft types, Southwest pioneered a point-to-point network using only Boeing 737s, which dramatically simplified operations and reduced costs. This strategy required a different kind of workforce—not necessarily the most formally trained or credentialed pilots and flight attendants, but rather people who were willing to be flexible, had a sense of humor, and could work collaboratively. Southwest needed employees who would happily help clean an aircraft between flights, who wouldn’t be bothered by unconventional uniforms or lighthearted inflight announcements, and who could maintain a positive attitude even during the stressful and demanding work of air travel. Kelleher realized that these qualities couldn’t be taught in a training program; they had to be inherent to a person’s character. Thus, Southwest’s hiring practices became legendary for prioritizing personality, teamwork, and enthusiasm over rigid qualifications.
Lesser-known aspects of Herb Kelleher’s personality and management style reveal why this philosophy worked so well in practice. Kelleher was a cigar-smoking, Wild Turkey-drinking maverick who didn’t fit the buttoned-up image of corporate America. He was known for his colorful language, his irreverent sense of humor, and his willingness to participate in elaborate pranks and stunts to boost employee morale. On Halloween, he would dress in costume and participate in company celebrations. He famously arm-wrestled employees to settle disputes rather than resorting to formal procedures. Kelleher also had an unusual leadership philosophy that emphasized that employees came first, customers came second, and shareholders came third—a radical inversion of the traditional corporate hierarchy. He believed that if you took care of your employees and treated them well, they would naturally take care of customers, which would ultimately benefit shareholders. Perhaps most surprisingly, Kelleher was deeply well-read and intellectually curious; while he cultivated an image as a casual, approachable leader, he was actually quite sophisticated in his understanding of organizational behavior and human psychology.
The practical implementation of Kelleher’s hiring philosophy at Southwest Airlines proved remarkably effective and became a benchmark for the company’s consistent profitability and employee satisfaction. The airline’s hiring process became notoriously selective, with interviewers specifically trained to assess candidates’ attitudes, sense of humor, and ability to think creatively. Southwest prioritized hiring for what they called “the Southwest spirit”—a combination of work ethic, positive attitude, and team orientation. The company would often hire individuals from non-traditional backgrounds and train them extensively in the technical skills required for their positions. This approach proved particularly valuable during the airline industry’s turbulent periods, including the recession of the early 1990s and the aftermath of September 11, 2001. While other airlines laid off massive numbers of employees and suffered from plummeting morale, Southwest maintained relatively stable employment levels and continued to operate profitably, a success many attributed to its unique culture and the quality of its workforce.
The cultural impact of Kelleher’s philosophy extended far beyond the airline industry. As Southwest Airlines became increasingly successful and profitable throughout the 1980s and 1990s, business schools began analyzing the company as a case study in corporate