People over Process

Why Relationships, Not Systems, Drive Organizational Success

People Over Process — Cover Image

It was the mid-1970s, and Southwest Airlines was hanging by a thread. Rising fuel costs were wreaking havoc, competitors were sharpening their claws, and the whole airline industry was looking about as stable as a house of cards in a wind tunnel. For most airlines, the answer to survival was the same: layoffs, cost-cutting, and an unholy reliance on rigid systems.

But then there was Herb Kelleher. The man wasn’t your typical suit-and-tie CEO. For starters, he loved his employees. I mean, REALLY, loved them. Not in the “corporate wellness” buzzword kind of way, but genuinely. Kelleher believed that if you treated your employees with respect, trust, and the occasional handwritten thank-you note, they’d do the same for your customers. Radical, right?

And so, when Southwest faced a do-or-die crisis, Kelleher didn’t reach for the usual playbook. Instead, he reached for something far less conventional: relationships.

Planes, Problems, and People

Here’s the setup. Southwest’s competitors had just slashed fares to drive the little airline out of business. If Southwest wanted to survive, they’d have to match the prices — and that would mean big financial losses. Most companies in this position would have grabbed the corporate axe and started chopping jobs. But not Kelleher.

Instead, he called a meeting. Picture it: employees from every department, from pilots to baggage handlers, sitting together while their CEO calmly explained the crisis. He didn’t sugarcoat the situation or throw up a PowerPoint full of pie charts. He simply said, “We’re in trouble, and we need your help.”

Then came the solution: the “10-Minute Turnaround.” The idea was ambitious — no, scratch that — it was borderline insane. Planes would need to be cleaned, refueled, and restocked in ten minutes flat. If they pulled it off, they could save enough money to keep everyone’s jobs. If they didn’t, well… it was going to be a very short flight for Southwest Airlines.

The twist? This wasn’t some top-down directive. Kelleher didn’t bark orders and retreat to his office to wait for the magic to happen. He walked the tarmacs, talked with employees, and asked for their buy-in. Pilots loaded luggage. Flight attendants scrubbed tray tables. Even Kelleher himself got his hands dirty (probably metaphorically, but you get the idea).

The Results: A Well-Oiled, People-Powered Machine

The 10-Minute Turnaround worked. Employees didn’t just follow orders; they rallied together. They innovated, hustled, and, above all, trusted one another. And the result? Southwest not only survived but thrived. They became the efficiency standard for the airline industry and built a reputation as a company that cared — not just about customers, but about the people on the front lines.

It wasn’t a shiny new system or an elaborate strategy that saved the day. It was relationships — genuine, human relationships. Herb Kelleher proved that when people feel valued and connected, they’ll do extraordinary things.

Why Systems Alone Aren’t the Answer

Let’s get this straight: systems aren’t the bad guy. They’re like seatbelts — necessary for safety but not exactly the life of the party. Systems provide structure, keep things organized, and prevent chaos. And sure, that’s important. But systems have their limits.

• They’re rigid. Ever try getting a process to adapt to an unexpected problem? It’s like asking a vending machine for relationship advice.
• They don’t inspire. Employees rarely say, “Wow, that new timesheet software really makes me feel appreciated.”
• They don’t build trust. Trust is earned through human connection, not a cleverly designed workflow chart.

When organizations lean too hard on systems, they risk losing the very thing that drives success: their people.

Why Relationships Matter Most

Here’s what relationships bring to the table that systems can’t:

1. Trust Fuels Everything
   Processes can tell people what to do, but only trust makes them want to do it. Trust is built when leaders take the time to connect with their teams — not just as workers, but as people.
2. Motivation Stems from Connection
   Employees who feel connected to their leaders and peers don’t just work harder; they work smarter. They’re more creative, more engaged, and less likely to mail it in on a Friday afternoon.
3. Adaptability Requires Humans
   Systems are like robots: great at predictable tasks, terrible at improvisation. Relationships, on the other hand, make teams flexible and responsive in ways no flowchart ever could.
4. Culture Is Built on Connection
   Culture isn’t written in a handbook — it’s lived out in how people interact daily. A strong culture arises when employees feel connected to each other and to the organization’s mission. As Peter Drucker famously said, “Culture eats strategy for breakfast.”

Balancing Systems and Relationships

Now, let’s not throw systems under the bus entirely. They’re important — they just shouldn’t be driving the bus. Systems are tools, not solutions. The trick is to let them handle the routine stuff while relationships handle the rest.

Here’s the balance:

• Use systems to organize tasks, but rely on relationships to motivate people.
• Create processes for consistency, but foster trust to handle the unexpected.
• Develop policies for accountability, but lean on connection to build loyalty.

Putting It into Practice

Want to build a relationship-driven organization? Start here:

1. Make People the Priority
   Instead of asking, “How can we fix this process?” ask, “How can we empower our people to fix this process?”
2. Encourage Genuine Connections
   Create opportunities for employees to build relationships with each other. It’s hard to feel connected when every interaction revolves around work.
3. Empower Leaders to Lead Relationally
   Train managers to listen more, empathize better, and build trust first.
4. Celebrate Collaboration
   Recognize not just the outcomes, but the teamwork that made them possible.
5. Rely on Systems as Tools, Not Crutches
   Use systems to streamline work, but never let them replace the human touch. Focus on creating environments where relationships thrive.

Conclusion: Winning Through People

Herb Kelleher’s Southwest Airlines story is more than a feel-good anecdote. It’s a masterclass in leadership. Kelleher showed that while systems can make things run, relationships make things thrive.

So the next time you’re faced with a challenge, don’t just look at the system. Look at the people. Build relationships. Foster trust. And watch as your organization goes from surviving to soaring.

Because at the end of the day, it’s not the system that makes the difference — it’s the people using it. And if you invest in them, the sky isn’t the limit. It’s just the beginning.