Do the Right Thing: How Dedicated Employees Create Loyal Customers and Large Profits (paperback)

Series
Prentice Hall
Author
James F. Parker  
Publisher
Pearson
Cover
Softcover
Edition
1
Language
English
Total pages
288
Pub.-date
November 2007
ISBN13
9780132763578
ISBN
0132763575
Related Titles


Product detail

Product Price CHF Available  
9780132763578
Do the Right Thing: How Dedicated Employees Create Loyal Customers and Large Profits (paperback)
30.70 approx. 7-9 days

Description

People matter most. Everyone knows that. But most companies would rather slash costs, cut headcount, replace well-paid employees with lower-paid employees or outsourced workers, and reduce customer service. No wonder so many fail and how others focused on doing the right thing can remain profitable and growth-oriented for decades. James Parker shows why "doing the right thing" isn't just naïve "feel-goodism": it's the most powerful rule for business success. Parker's stories won't just convince readers: they'll move them. He tells how, after 9/11, Southwest made three pivotal decisions: no layoffs, no pay cuts, and "no-penalty, no-questions-asked refunds" for any customer wanting them. The result: Southwest's revenue passenger miles for 4Q01 dropped by only 0.5%, and its market cap soon exceeded all its major competitors combined. These pivotal decisions grew naturally from its culture of mutual respect and trust: Parker reveals how that culture developed, offering deeply personal insights into the principles that can make any team, organization or company strong. Discover how great leaders are found at every level, "hire for attitude and train for skills," achieve unparalleled teamwork, and actually make work fun. Powerful and inspirational, Do the Right Thing proves that if one wants to build a great business, people really do matter most.

Features

Learn how companies and managers who treat employees and customers well can achieve extraordinary success.

 

  • Why "doing the right thing" to your employees and customers is the secret of sustainable business success
  • Learn how an underdog in an impossible industry has stayed profitable for 34 straight years and become the darling of the industry
  • Find out why finding the right direction in a time of crisis isn't difficult if you always work from the principle: Do the Right Thing
  • Table of Contents

    Acknowledgments . . . . . . . . . . . . . . . . . . . . . vi

    About the Author . . . . . . . . . . . . . . . . . . . . . viii

    Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

    Chapter 1 Stumbling into the Business World . . . 5

    Chapter 2 9/11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

    Chapter 3 The Question Was Answered… . . . . . 17

    Chapter 4 …But I Don't Want to Be a Corporate Bureaucrat . . . . . . . . . . . . . . 29

    Chapter 5 Getting Off the Ground . . . . . . . . . . . . 33

    Chapter 6 The Ten-Minute Turnaround . . . . . . . 39

    Chapter 7 The Great Texas Whiskey War . . . . . . 47

    Chapter 8 I Just Couldn't Resist . . . . . . . . . . . . . . . 53

    Chapter 9 Some of the Obvious Things I Learned . . . . . . . . . . . . . . . . . . . . . . . . . . 55

    Chapter 10 We're in What Kind of Business? . . . 65

    Chapter 11 With a Little Help from Our Competitors… . . . . . . . . . . . . . . . . . . . . . 71

    Chapter 12 Leaders Are Everywhere . . . . . . . . . . . . 73

    Chapter 13 Great Organizations Have Great Leaders at Every Level . . . . . . . . . . . . . 83

    Chapter 14 In Case You Didn't Get It… Great Organizations Have Great Leaders at Every Level . . . . . . . . . . . . . . . . . . . . . 89

    Chapter 15 Great Leaders Make the People Around Them Better . . . . . . . . . . . . . . . 93

    Chapter 16 People Recognize a Phony . . . . . . . . . . 97

    Chapter 17 People Follow a Leader They Trust . . . . . . . . . . . . . . . . . . . . . . . 101

    Chapter 18 Who Wants the “Best” People? . . . . 105

    Chapter 19 Looking for the Right People . . . . . . 109

    Chapter 20 Interview for Attitude . . . . . . . . . . . . . 115

    Chapter 21 Attitudes Also Matter at 30,000 Feet . . . . . . . . . . . . . . . . . . . . . . 121

    Chapter 22 Everybody Remembers Their Interview . . . . . . . . . . . . . . . . . . . . . . . . . 127

    Chapter 23 Every Job Affects Others . . . . . . . . . . 131

    Chapter 24 People Need to Understand Their Mission . . . . . . . . . . . . . . . . . . . . . . . . . . 135

    Chapter 25 Shared Goals, Shared Knowledge, and Mutual Respect = A Shared Mission . . . . . . . . . . . . . . . . . . . . . . . . . . 143

    Chapter 26 Do People Think Like Employees or Owners? . . . . . . . . . . . . . . . . . . . . . . . 151

    Chapter 27 Making Employees Owners . . . . . . . 155

    Chapter 28 A Sense of Ownership . . . . . . . . . . . . 163

    Chapter 29 Make Work Fun . . . . . . . . . . . . . . . . . . 169

    Chapter 30 Build a Customer Service Culture . . . . . . . . . . . . . . . . . . . . . . . . . . 173

    Chapter 31 Everything He Did Was So I Could Come to Work… . . . . . . . . . . . . . . . . . 177

    Chapter 32 Fun Can Have a Purpose . . . . . . . . . . 181

    Chapter 33 Celebrate Success and Achievement . . . . . . . . . . . . . . . . . . . . . 187

    Chapter 34 Creating Entrepreneurs . . . . . . . . . . . 189

    Chapter 35 Encourage Unconventional Thinking . . . . . . . . . . . . . . . . . . . . . . . . . 197

    Chapter 36 Suggestion Boxes . . . . . . . . . . . . . . . . . 207

    Chapter 37 Many Roads Lead to the Promised Land . . . . . . . . . . . . . . . . . . . 209

    Chapter 38 Define the Right Goals and Give People Room to Succeed . . . . . . . . . . 215

    Chapter 39 The Two-Minute Drill . . . . . . . . . . . . 219

    Chapter 40 Give People Something to Believe In--Define a Grand Mission . . . . . . . 225

    Chapter 41 Create a Culture in Which People Want to Do the Right Things . . . . . . 229

    Chapter 42 It's a Family Affair . . . . . . . . . . . . . . . . 233

    Chapter 43 The Tactics of Success May Vary, but the Principles Are Constant . . . . 239

    Chapter 44 Be Yourself and Have Some Fun . . . 247

    Chapter 45 It's a Round World . . . . . . . . . . . . . . . 251

    Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . 255

    Author

    James F. Parker served as CEO and vice chairman of the board of Southwest Airlines from June 2001 through July 2004, three of the airline industry's most challenging years. During Parker's tenure as CEO, Southwest Airlines was named one of America's three most admired companies, one of America's 100 best corporate citizens, one of the world's most socially responsible companies, and worldwide airline of the year. Parker's proudest accomplishment, however, comes from the fact that Southwest was the only major airline to protect the jobs of all its employees, while also remaining profitable after 9/11. He is a member of the MIT Leadership Center Advisory Council at the MIT Sloan School of Management. A lawyer by trade, he spent fifteen years as General Counsel of Southwest Airlines before being selected to lead the company. He is currently a member of the board of directors of Texas Roadhouse, Inc.