Herb Kelleher’s Philosophy of Hiring: “Hire for Attitude, Train for Skill”
The Origins of Hire for Attitude
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.” Kelleher developed this quote from his unconventional approach to building an airline during the 1970s and 1980s, when rigid hierarchies and formal procedures dominated the aviation industry. 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. Organizations moved away from 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. He then moved 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. This airline would fly between Dallas, Houston, and San Antonio.
Intrigued by the challenge, Kelleher helped found Southwest Airlines in 1971. 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 proved invaluable, but his instinct for organizational culture became his true genius. Unlike typical CEOs who maintained distance from employees, Kelleher took a hands-on approach. He genuinely interested himself 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.
What Does Hire for Attitude Mean
Southwest’s unique competitive strategy in the airline industry shaped Kelleher’s “hire for attitude” philosophy. 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. This strategy dramatically simplified operations and reduced costs. This approach required a different kind of workforce. Southwest needed people who were flexible and willing to work collaboratively—not necessarily the most formally trained or credentialed pilots and flight attendants. Southwest sought employees who had a sense of humor and could maintain a positive attitude during demanding work.
The company needed workers who would happily help clean an aircraft between flights. They wouldn’t be bothered by unconventional uniforms or lighthearted inflight announcements. 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. These activities boosted 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. This represented 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.
Impact of Training for Skill Development
Southwest Airlines implemented Kelleher’s hiring philosophy with remarkable effectiveness, and it became a benchmark for the company’s consistent profitability and employee satisfaction. The airline’s hiring process became notoriously selective. Interviewers received training specifically in assessing 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. These included 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. The company continued to operate profitably, a success many attributed to its unique culture and the quality of its workforce.
Kelleher’s philosophy extended far beyond the airline industry and created significant cultural impact. 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