sly!" is his golden rule. Equally important is allowing people to feel liberated when they come to work, and to be creative, to "think outside the lines." Southwest implemented a Walk a Mile program in which any employee can do somebody else's job for a day. For instance, the pilots can work as operations agents (although operations agents cannot work as pilots) for a day. Seventy-five percent of the 20,000 people have participated in the job-swapping program. Herb says that this is one of the best tools that he knows of for building understanding and collaboration (Freisberg & Freisberg, p. 166).
             Employees at Southwest say that it is a fun place to work because Herb Kelleher has made it that way. Although there is more than fun and games going on there, the culture is one of pride, openness, fairness and loyalty. (Levering and Moskowitz, 1993). Herb Kelleher's leadership inspires motivation in Southwest employees. Often, they spend long periods at work yet are able to maintain a high level of energy. This is because they are proud of who they are and what they have built. Being at work is like "being at play" for most of the employees. Mutual trust and love is the basis for many the relationships. Southwest employees ar
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