| Training and Accountability | April 30, 2003 |
David Neeleman
|
JetBlue |
Entrepreneurial Thought Leaders Lecture |
| Views: 1496 |
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| Video 13 of 23 from this talk |
- 02:09JetBlue: Life as a CEO
- 00:58Ticketless Travel
- 00:47High-tech, High-touch
- 01:29History of Travel Industry
- 01:00Neeleman on Southwest
- 06:23Seeing Failure as Opportunity
- 02:01Building a Company: Building a Legacy
- 01:54Take Care of Your Employees
- 02:08Creating A Customer Experience
- 00:52JetBlue: Defining Organizational Structure and Culture
- 02:12JetBlue: Employee Incentives and Rewards
- 02:19Training Employees: Defining Organizational Culture
- 03:03Training and Accountability
- 03:06Listening to Employees
- 03:19Establishing Organizational Values
- 02:09Examples of Great Companies: Role Models
- 01:13Customer Feedback
- 01:46Competition and Pricing
- 01:01Execution of Strategy is Key
- 02:08How Does IT Differentiate JetBlue?
- 03:40Defining the JetBlue Experience
- 02:17Does Your Company Matter?
- 07:11JetBlue: Establishing Organizational Structure and Culture
Description
Neeleman talks about how JetBlue has to continually take the temperature of the company and its employees. We have to model the values that we want to see in our employees, and make sure they feel they are being respected, he says. To monitor performance, JetBlue gives surveys for employees. Preliminary results show 72% of employees completed the survey. We scored just below world-class scores, and will now review all the feedback and make action plans for improvement, he says.
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