| Listening to Employees | April 30, 2003 |
David Neeleman
|
JetBlue |
Entrepreneurial Thought Leaders Lecture |
| Views: 2180 |
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| Video 14 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
In 2002, we received negative feedback from employees regarding the leadership within the company, says Neeleman. We realized that there was not a leadership training program--we weren't training the managers to be the conduit for the company culture as we brought on new people, so we implemented a leadership program with 5 principles of leadership, he says.
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