'Q. What are the most important leadership lessons you’ve learned?
A. I was a mechanic in the Navy. And mechanics in the Navy are like mechanics in airlines. You may have more stripes than I do, but you don’t know how to fix the airplane. You want me to fix it? You know how much faster I could fix the airplane when I wanted to, than when I didn’t want to? So I’ve always felt that if you treat me with respect, I’ll do more for you.
As I went up the ladder in the Navy, I never forgot what it’s like to be down the ladder, and that being good at your job is predicated pretty much on how the people working for you feel.
Here’s my theory: Let’s say we’re all midlevel managers, and one V.P. slot is going to open up. I’ve got 10 guys working for me, and for the last five years, every time I got any recognition, I said, “Bring them on the stage with me.” Who do you think is going to get the job? I’m going to get the job.
Q. How did you put together the team back in the early 1990s to turn around Continental Airlines?
A. I hired the best people. The sickest patients need the best doctors, so you can’t skimp on this stuff. I took the 20 top guys and I said: “I’ll create a bonus plan so that if we hit these numbers, I get paid and you get paid. And either all of us are going to get paid, or nobody’s getting paid.” And I never missed.'
For the full interview, see - http://www.nytimes.com/2010/01/03/business/03corner.html?ref=business
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