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Colleen Barrett, from a low-income family, got her first job as secretary to Herb Kelleher, a very talented and at the same time very disorganized lawyer. Colleen, always very attentive to people, knew how to understand Herb and how to help him organize all his professional issues and also accompanied Herb to the trials.

Herb was later hired to run Southwest Airlines, a low-cost American airline that was going through times of crisis and was about to disappear. Herb took Colleen, his most efficient collaborator and advisor, with him.
There Colleen implemented the customer service strategy based on the Golden Rule, treat your employees well and they will treat your clients well.
Colleen pioneered Service Leadership, based on the golden rule: she dedicated 85% of her time to employees under equal treatment to all of them, training them, empowering them to actively participate in actions of care and satisfaction. to the client.

Excellent results were not long in coming, and Southwest became the leading company in customer experience and profit. Colleen was named President of the company. She has been the only woman to preside over an airline and when she retired in 2015 she donated $ 1 million to create a leadership and entrepreneurship center.

Currently Colleen is President Emeritus of Southwest and continues to be linked to the company helping to continue working on the values ??on which Service Leadership is based.

How close are you to your collaborators and clients?

When Oscar finished his studies, he went to work at the marketing department of a multinational consumer goods company. There he expanded the knowledge acquired in the university as well as learned other fundamental skills such as teamwork with his peers, active listening to learn from his bosses and empathy to put himself in the place of his clients in orther to better understand their needs.

Later Oscar was assigned by his company to Italy where he began to work at the marketing team department and thanks to his humility, empathy with the new team and discipline, he quickly won several promotions until he became the right hand man of the Director of the department.

Oscar was very happy in Italy but returned to his country because the new Manager of his Department required him to do so, promising an interesting position. This promise never arrived and Oscar left the company after several months disappointed with the Manager who behaved as a dissonant leader since he was focused on his immediate objectives but was little concerned about the professional career of his teams and he did not recognize Oscar’s important professional evolution.

Since then, Oscar has been working for the same company for 15 years and has also worked abroad for several years. He is the example of the resonant leader, who is the one who trains, motivates and makes his teams shine and knows when he must be in front and when he must be on the side. His ability to work and strategic vision as well as his generosity and assertiveness make Oscar the excellent resonant leader that all teams and companies want to have.

Think about the resonant leaders (managers, teachers, role models) you have had and how they have impacted you.

Once upon a time there was a young woman named Maria who wanted to be a conductor. She played the violin very well and practiced many hours a day, thus developing his talent and emotional intelligence to interpret his scores. The more she practiced, the more passion she felt for music. In this stage of individual practice, Maria was alone with her violin and sheet music.

Later Maria joined a musical orchestra and participated in all the concerts. There she was with her orchestral companions. Maria realized that she was no longer alone with her violin but that her passion for music was shared with her colleagues who also played their instruments and that she was part of a group and that she had to listen to others so that the music would sound harmoniously, thus developing a social intelligence.

A year ago, Maria achieved her dream of being appointed conductor of the orchestra, suddenly she had under her baton a group of musicians playing various instruments. Maria’s mission was not focused on playing her instrument well in line with her peers but had become a leader whose mission was for the symphony to sound harmoniously and in unison. There she realized that the excellent and resonant leader is the one who also develops a systemic intelligence, listening and making all the members of the orchestra shine to achieve a masterpiece.

What masterpiece have you created or would you like to create?