DavidNeelemanstartedworkwithSouthwestAirlinesinJanuary1994asanexecutivevicepresidentandmemberoftheExecutiveSteeringCommittee.HewastoldhecouldgoforanyjobhewantedatSouthwest──sonaturallyhedecidedhewantedtotakeHerbKelleher'sjobwhenheretired.ThatcausedalittlebitofdiscomfortwiththeothermembersoftheSouthwestmanagementteam.
"Itwasadream.IjustassumedthatwhenIgottoDallas,itwouldbealovefest.But,it'sneverthewayyouthinkitwillbe."
──DavidNeeleman
EverywhereNeelemanlookedatSouthwest,hesawthingsthatneededtobedramaticallyoverhauled.And,asusual,hewasn'texactlybackwardsinlettingpeopleknowhisthoughts.HeinsistedpassionatelythatSouthwestneededtogotoassignedseating,instituteelectronicticketingandstopsellingticketsthroughtravelagents.Hewasusedtoworkinginasmallcompanywherechangescouldbemadeimmediately,anditfrustratedhimtohavetoworkthroughthemanagementsysteminplaceatSouthwest.Hetooktobargingintomeetingsunannouncedandrantingaboutwhatneededtobechanged.
"Theybasicallywantedmetositandlistenfortwoyears.AndIwasalwaysblurting,'Whywouldyouwanttodoitthatway?'Ifoundthefrequentmanagementmeetingsendlessandpointless.Aftertwohoursoftalkingaboutwhattodoaboutpregnantrampagents,I'dblurtout,'Can'twejustdecideandmoveon?'IrealizedthatIwasanentrepreneurinaverysuccessfulbusiness.Youknow,akindofrevolutionaryinacompanythatdoes-n'tneedarevolution."
?──DavidNeeleman
Neelemanlastedfive-and-a-halfmonthsatSouthwestAirlines.Tosmooththeexit,Davidsignedanon-competeclausethatbannedhimfromanyinvolvementintheU.S.domesticairlinebusinessforfiveyears.
"It'sfunnywhenyouthinkaboutitinretrospect.Davidwassobright,andDavidwassoeager,andDavidwassuchaquick,quickthinker.Ithinkhewasjustalittletoofastpacedforus.Ithinkweputhimtosleep.Hewasarealchangeagent.Thebiggerthechallenge,themoreexcitedDavidwouldget.We'reknownforourverysteadybutconservativegrowth.Hewaslight-yearsaheadofuswhenitcametotechnology."