Anne Morriss

It's basically like, we've built an airline that is profitable and doesn't make you sad, right?

We're the only ones.

But in return, we're going to ask you to make some of these sacrifices.

And this is why, if we transferred your bag, the whole model would start to fall apart.

You know, they have this strategic discipline, right?

that is like unprecedented in this industry and in many industries.

But the other thing I love about this story is he basically CCs the entire company.

That's the breathtaking part of it.

And it's like, this is what it looks like to absorb the emotional tax of these kinds of trade-offs, which is really the hard part in our experience.

I just want to underscore that.

Like just dial it up.

You have to, because if you start to like waver even a little bit-

It gets amplified through the rest of the organization.

Okay, so say I'm convinced, I'm ready to get in touch with my inner herb, and I want to do this for my own organization.

Where do I start in bringing this kind of thinking into the system?

I think you start with your customers.

When you think about your most important customers, the markets that you really want to win in, what do people care about?

And what is the order in which they care about those things?

It's a really powerful conversation for surfacing these implicit assumptions.

Not only what do customers want, but which customers are most important to us at this time?