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As we get into these Seven Pillars think about your own organizations and is culture living at the same level as your strategy as a Priority think about that the first pillar is C, meaning commit to hiring for Attitude for attitude founder of Southwest Airlines famously said you don't hire for skills you hire for attitude we can always teach the Skills now I'm going to temper that a little bit because I don't want you to think that it's Southwest we're hiring pilots and then teaching them how to fly okay they do come with a few skills

In about 1500 hours minimum of jet time and they have a type rating in a 737 and all that okay but really when I interpret this what he means to say is set their Education set their skills and set their experience over here to the side this is a metaphor for call for asking you to think deeply in your hiring process About questions that go beyond the standards the standard questions go beyond that does make sense okay get creative about your questions so that you can find out if they are one of These people or they take their carts to the shopping uh to the coral second pillar undertake corporate evangelism corporate

Evangelism ladies and gentlemen we're not talking about drinking the Kool-Aid here drinking the Kool-Aid is short short-term stuff you drink it you get a little high a little sugar high and you Feel good about the company and the product and the processes and so forth and we're not talking about drinking a Kool-Aid we're talking about something permanent getting the tattoo that's when you know you got true Corporate evangelism Chris you think Hell's Angels has got true corporate evangelism oh yeah oh yeah every chapter right yep yeah um now I'm not suggesting we start You know getting the Leathers out and everybody's got to have a have a steel Pony okay but what I am suggesting is when you get on that level like Southwest Airlines

Has then you know you have true corporate evangelism well how do you get there you got to have a cause Hell's Angels got a Cause right you have a mission you have a mission whatever that happens to be in The production of your products right right but that's not a cause now and you got to be all in that's herb kellerer and he's got the Tattoo that's not photoshopped but it is a henna tattoo so he can change it out depending on the cause get your employees deeply involved in everything that you do by the way Including your financials oh now I can see people squirming okay we're not talking about sharing salaries here and for those of you that don't think employees understand a

P&l you're probably right gross revenues cost of goods sold then we start down the expense line items so forth even though they don't understand it and you might explain it to them Verbally show it to them physically it's not really about you it's about who you are lifting up so that they become the next generation of managers and directors and VPS and CEOs this ladies and gentlemen is your primary job and when you do this when you do this I know you're busy with strategy I Know you're business with meetings I know you're busy with bids but the quicker you focus Fus on lifting these people up you're not going to believe how much

More time you have on your hands for yourself and your family and these other projects that come across your desk because why because when you're lifting them up they're going to do the heavy Lifting for you without any supervision or minimal supervision and that's from the warehouse forklift picker okay to the person doing the cutting to the person doing the Texturing all the way up think about your personal perks that you can occasionally give to your employee group Whether it's from the warehouse Factory floor Cutters forklift Pickers all the drivers all the way up what can you share on a occasional basis for

Recognition that are part of your perks this is going to help cement your reputation as leader I don't know if you want to lend them the plis they crash it got it insured right But I don't know if it's your parking spaces I don't know if it's something else that you have Perks of that you can give them temporarily as a recognition program management by walking around and if you find yourselves buried In your office with phone calls and paperwork figure out a different path my friends and get out there with some mbwa so that you can identify those roadblocks and start clearing them out Before your people even have to come to you because I will submit to you that some of your staff they're not afraid of you you're not bad people you're not ogres but they just are afraid to say

That this is a roadblock or you have the opposite where they come to you with seven alarm fires every other day which is not really a roadblock because they're not thinking clear enough or creative enough at Solutions but it's Your job to help them think about Solutions Colleen very candidly says that anytime I've had to exercise discipline or terminate an employee I've done it with love and some Of them she goes on to say have remained friends of hers imagine getting terminated at sthus Airlines and still a friend of Colleen it's all about how you go about the discipline and doing it With love I took some of that unfortunately I've had to have my share of a few terminations as well and I did it based on these principles in here okay don't delay in doing it either

Don't have your supervisors your directors your VPS delay either because someone that doesn't fit yes they need to be um escorted to the door Metaphorically with love but don't ignore the issue because it will erode your culture because the rest of the employee group knows that they're not a fit and should have gone a long Time ago and I think some of you all know what I'm talking about right it happens in any organization it's not no organization is immune to making a hiring mistake or someone that just unfortunately over time becomes bad fit But it's your role and responsibility to fix it before it affects materially affects something that can't be cured in the rest of the organization so let them challenge you let them challenge you with their

Ideas don't just say I have an open door policy okay that's too cliche say forget about Open Door Policy I want you to challenge the prevailing Wisdom because I don't need yes people if I make a decision that is different than what you suggested okay don't take it personal I will come back and tell you I think most leaders are afraid to take suggestions sometimes because if we Don't adopt it it's like Pandora's Box we okay here's all the suggestions um but if you don't take their suggestion it's like okay now they're going to be angry at management no just explain to them why they care more about being Heard as a human being they care more about being heard than they do about having their idea adopted so encourage them to challenge the norm encourage them to challenge the

Prevailing wisdom or your ideas you don't need yes people you need people that will challenge you you're still the boss you still get to make the decision training training training there's an old Parable that's The CFO says CFO says what if we train them and they leave worried about the money right and the CEO says what if we don't they stay But here's a couple of HR friendly movies as an example for operations for sales for administration for Janitorial Sea Biscuit SE biscuit HR friendly have them watch it from supervisors on up and then again report back to you what' you get out of it

Maybe it's a onepage summary of what they got out of it as it relates to their job maybe it's a meeting where everybody shares what they got out of it crosspin oh that's interesting Chris I hadn't thought about that I was looking At it from a different perspective you're training everybody and all you did was asking them watch a movie and you get layered on training when you have the meeting and they're sitting around talking about it and sharing what they got out of it it's incredible and You can have them read books too now salespeople this is going to blow your mind I've had people watch wait for it The Sound of Music What salese yeah if you think about it she was using persuasion skills with the

Kids and with the colonel was she not remember all the nannies that had been cycling through there had been fired Julie Andrew shows up and she's got more persuasion skills and staying power Because she's persuading the kids and persuading the colonel so she's working at all and of course the rest is history use humor and humility Release Control for decisions most of us in this room if We were to take a Myers Briggs today or take the disc test we'd be the typ a we'd be the Reds right on the color code test most of us um but you got to start releasing control for decisions that's Part of developing your people it's very difficult let them fail let them fail not sync the company let's not talk let's not sync the company here and let's not cause any bodily harm okay

You're in an industry that has some danger to it with the Machinery that you are using um but for other decisions to develop them up okay let them fail occasionally uh Richard Branson said Once and I always have said that I thought Richard Branson was herb K her's mother from a different brother right uh cuz they're very much alike personality wise Branson said if you're not Failing occasionally if you've never failed at anything you've never tried hard enough to succeed that's what Branson says so think about that let him let him have some leash let him fail and Don't give them that I told you so just say what did you learn from that not I told you so what did you learn from that if you treat your people like family like absolute family they are

Going to treat the customers like family and the net profits will flow without question gross margins and cost of good sold when you've got the right corporate Evangelism going on and you've got a winning culture going on okay because if you're taking care of the employees like family they're taking care of the customers and the net profits whether you're publicly traded or privately held Are going to flow that's a promise that's been proven by herb I proved it in a trade Association wasn't profits it was just Revenue over expense and I had competitors that had five times the Budget that I had in my trade Association what was my trade Association booking conventions for the City of Albuquerque Phoenix was outs spending me Tucson was out spending me Salt Lake was out spending me San Antonio was out spending me and I'm

Telling you I built a culture that I took from Southwest Airlines implemented at this trade Association and I killed them I mean they're they're still alive I mean they're still around okay but we Got their attention we got their attention and we took some of their market share they can't have all the convention business got to spread it around here it is the Seven Pillars commit to Excellence undertake the corporate evangelism leaders must be servant training training training use humor and humility Release Control for decision and exir the power of praise People don't leave jobs generally for money or a company they tend to leave their boss their direct report is what they tend to leave now that said there can be

Other Dynamics going on and some people do make shall we say short-sighted decisions about leaving for greener pastures right um so don't think it's about money Right off the bat and that you know they left our company for another dollar an hour um start digging around and do some exit interviews that's my first suggestion would be if I were Consulting you today okay I want to meet with every Employee that leaves over the next 6 months okay and I want them to be honest and I want them to tell me exactly why and I'm going to start identifying some trend lines and then I'm going to go start correcting those trend [Music] lines

Transcript reviewed by DC.

I'm a disruptor by nature when it comes to corporate organization because my mentor was Herb Kelleher and Colleen Barrett at Southwest Airlines. You don't get more disruptive in the airline industry than Southwest has been. So to the extent that we can kind of stretch your thinking a little bit, maybe add some

new twists to what you're already doing, that may in fact help you enhance your corporate cultures or just try a few new things to see what it does for you. Culture eats strategy for breakfast. Without an adequate culture, a winning culture, your strategies are worthless. If you have a healthy winning corporate culture

among your entire employee group, they will help you avoid those kind of failures by saying, hey, by the way, maybe we ought to think about some other things. And that's from the bottom up and the top down. If you don't hire for skills, you hire for attitude, you can always teach skills is what Herb Kelleher said. So what you are headed towards in your leadership

roles is creating an environment that develops that feeling of a cause. Leaders must be servants to their employees. Leaders' job is to find out what the roadblocks are for their employees to get their job done. Once you find the roadblock, get the bulldozer and clear it out of there. The bottom line is just asking the question gets you further down the road in them believing that you are in fact a servant leader and you do in fact care about corporate evangelism and the corporate culture growth.

You think it's viral on Facebook? Uh-uh. It's viral in the office environment when somebody doesn't belong. Anytime you seek to influence the thinking, behavior, and development of people

in their personal or professional lives, you're taking on the role of a leader. Leading an organization is as much about the soul as it is the systems. Systems are important, but the soul of your organization will make those systems move much faster, much more efficient and without the stress and the aggravation that maybe you're experiencing

on a day-to-day basis. Release and control and focus on the soul of the organization. We praise our dogs and our cats more than we praise our people or strangers. But working on the power of praise, you have no idea what it can do for reducing your turnover. You have no idea what it could do to turn somebody who had a bad day that they didn't share with you

into a better day. If we practice it with strangers, it becomes more embedded in our neurology. It's kind of like muscle memory, right? It gets more embedded in neurology. Not only do you develop neurology to get into the habit of this, going back to your own people, Here's the dirty little secret.

You're actually going to get some satisfaction out of it too. I'm going to work on that.

No narration. Set to music; the on-screen text is below.

C: Commit to hiring for attitude. (Pillar #1) U: Undertake corporate evangelism. (Pillar #2) L: Leaders must serve employees. (Pillar #3) T: Training, training and more training. (Pillar #4) U: Use humor and humility. (Pillar #5) R: Release control for decisions. (Pillar #6) E: Exercise the power of praise. (Pillar #7)

Transcribed automatically; pending DC’s review.

Hi, DC here, international speaker, author, and former amateur race car driver. Every organization has a culture. How would you describe the culture in your company or organization today? Could your company use an octane boost in the organizational culture?

From my experience on and off the track, I have formulated seven pillars of an unbeatable company through culture. Give me a call today. Let's explore how we can get your company to the next gear and leave the competition in your rearview mirror.

Transcribed automatically; pending DC’s review.

Hi, I'm Terry Eisenbart, owner of an international aviation consulting firm, former Southwest Airlines employee for many, many years in marketing and sales director, and most importantly an associate of Dennis Campbell, DC more commonly known. Dennis and I have been friends for many years professionally and personally

since we started at Southwest Airlines about the same time. He actually was in the director's role, but he taught me everything he knew so I could follow in his footsteps. footsteps. There's a lot of skills he has learned over the years from his time in military service over around the world where he learned he was immersed in other

cultures and then also as he went through his own career and skyrocketed to be honest. So culture in every organization you bet there is. Do you want to crack the code then DC would be your guy. He's articulate, he's a fast thinker on his feet, he's engaging, he's the kind of person you could spend the

day with and the sense of listening to because you will be learning during all that process. I recommend and I support Dennis Campbell in this area. I would like to sit in your classroom and watch him deliver the goods. So if you do want to start out performing the competition, DC is your guy.

Transcript reviewed by DC.

How would you describe purpose? Is it raising great kids, career successes, perhaps retirement planning? In the quiet moments alone with your thoughts, have you ever asked yourself, "What is my true purpose in life?" I believe our life can have several purposes, some of which will come as a surprise. A surprise you could miss if you're not ready for it. Luckily, I was ready

when I met a young woman from Jemez Pueblo just northwest of Albuquerque, New Mexico. Her name was Caroline Gachupin. An artist with the specialty of making Native American figurines as storyteller dolls. The storyteller figurines are made of clay and quite unique.

Each forms the artist's interpretation of a man or woman sitting with a small handful of children on their lap as a story is read to them. As a storyteller myself, I was more than intrigued. Let me back up a minute.

I met Caroline as a result of a career decision I had made previously. I was recruited away from my role at Southwest Airlines to become the vice president of sales and marketing at a company whose mission was to bring conventions and tourists to Albuquerque, New Mexico.

I assumed responsibility for a national advertising campaign highlighting the attractions of Albuquerque. The heart of the campaign was the portrayal of local artists in all of our advertising. In my search for the most compelling artists is when I met Caroline Gachupin. I asked her the routine question asked of all the candidates. Why do you want to be

a part of this ad campaign? Well, sir, she began in a very quiet and shy manner. I know this will get me more exposure for my work, but I also understand you want an artist to accompany your team to a big trade show in Washington DC and display and demonstrate

their art. That's correct, I replied. She continued in her shy manner. I have a deep personal yearning to visit Washington DC.

I want to visit the Vietnam Memorial to see the engraving of my brother's name on that magnificent wall. In that moment, the purpose for my interview faded away

as the opportunity for a whole new life purpose flooded over me. I vaguely remember closing my eyes and bringing the palms of my hands and fingers together

like a praying mantis. I was deep into a vision of what I could do for Caroline. The next thing I remember is the ad agency executive asking me if I was okay. I snapped back into the president and I told Caroline,

"It just so happens that I'm a Cold War Army veteran and followed the wall's design completion, funding, and eventual dedication in 1982. I have interviewed enough artists to be able to tell you that you will be one of our featured artists, and it will be my pleasure this August to personally take you on a tour of the memorial."

When August arrived, we went to Washington and Caroline's artwork, of course, was in our exhibit and was a big hit. Afterward, the tour of the Vietnam Memorial,

where the names of the all the fallen soldiers of that war engraved on polished black granite wall. The design was selected from several thousand entries, and was selected because it projected simplicity

in confusing times, and it was hoped it would provoke thought rather than contain it. Boy oh boy, did they ever succeed. We scoured the directory to find the panel for her brother's name.

I personally had no names on the wall, but I struggled to calm my heart. When we reached the panel that had her brother's name, Caroline ran her fingers slowly across the engraving. I put my arm around her and we both wept. I said a small prayer of comfort.

As we collected ourselves, Caroline produced a piece of quality onion skin paper and a pencil to begin shading the engraved inscription of her brother's name. as a keepsake to take to her parents. Truly an intersection between art and an inspirational, emotional, and spiritual connection intended by the architect of the memorial. As we rode back to the hotel, I don't recall any conversation between us, if there was any. I was feeling

something special had just occurred. I felt it in my soul. I had just helped Caroline fulfill a dream. While my career purpose was always to encourage and develop the people working for me, I could easily have missed the opportunity to envision the purpose of helping someone fulfill a dream. Caroline had a truly life-changing experience, and I felt intoxicated by the joy I felt in my heart.

What could the story of my experience mean to you? Sometimes the opportunity for purpose is a surprise and appears when you least expect. Be ready for it. I'm Dennis Campbell and I have felt purpose.

From YouTube’s automatic captions, cleaned; pending DC’s review.

DC: Hey, Pete. Peter Grammer: Hey, DC, how you doing? DC: Good. Ladies and gentlemen, this is Mr. Peter Grammer, a friend of mine and one of the 12 children adopted by Oscar and Mabel Grammer. [Music and applause]

No narration. Set to music; the on-screen text is below.

A convention attendee arrives at the airport, takes a taxi to her hotel and heads out to local shops. She spends on shopping and dining, along with 500 other attendees. $1,500 total attendee spending per stay × 500 people = $750,000 total direct spending. Re-spent 3 times in the community: $2,250,000. Re-spent 5 times: $3,750,000. Hotel stay only (3-night stay, bed tax at 7.5%): $1,000 × 500 people = $500,000 in direct spending × 7.5% = $37,000 in hotel bed tax to the city/county. Plus taxes on taxi, Uber and other ground transportation, and at restaurants and retail stores. $500 × 500 people = $250,000 in direct spending × 6% = $15,000. Total taxes collected: $52,000 in direct taxes. That does not include taxes on re-spent dollars. Bond financing: bed tax and sales tax help build public projects. The tourism dollar is the most powerful dollar. More in DC’s talk. Contact: (602) 402-6665 · dcampbell@campbellra.com · dennis-campbell.com