Do the Right Thing : How Dedicated Employees Create Loyal Customers and Large Profits

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People matter most. Everyone knows that. But most companies would rather slash costs, cut headcount, replace well-paid employees with lower-paid employees or outsourced workers, and reduce customer service. No wonder so many fail and how others focused on doing the right thing can remain profitable and growth-oriented for decades. James Parker shows why "doing the right thing" isn't just naïve "feel-goodism": it's the most powerful rule for business success. Parker's stories won't just convince readers: they'll move them. He tells how, after 9/11, Southwest made three pivotal decisions: no layoffs, no pay cuts, and "no-penalty, no-questions-asked refunds" for any customer wanting them. The result: Southwest's revenue passenger miles for 4Q01 dropped by only 0.5%, and its market cap soon exceeded all its major competitors combined. These pivotal decisions grew naturally from itsculture of mutual respect and trust: Parker reveals how that culture developed, offering deeply personal insights into the principles that can make any team, organization or company strong. Discover how great leaders are found at every level, "hire for attitude and train for skills," achieve unparalleled teamwork, and actually make work fun. Powerful and inspirational, Do the Right Thing proves that if one wants to build a great business, people really do matter most.For Sale in Indian subcontinent onlyFeatures Learn how companies and managers who treat employees and customers well can achieve extraordinary success. Why "doing the right thing" to your employees and customers is the secret of sustainable business success Learn how an underdog in an impossible industry has stayed profitable for 34 straight years and become the darling of the industry Find out why finding the right direction in a time of crisis isn't difficult if you always work from the principle: Do the Right ThingContents Acknowledgments

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Introduction Chapter 1 Stumbling into the Business World Chapter 2 9/11 Chapter 3 The Question Was Answered… Chapter 4 …But I Don’t Want to Be a Corporate Bureaucrat Chapter 5 Getting Off the Ground Chapter 6 The Ten-Minute Turnaround Chapter 7 The Great Texas Whiskey War Chapter 8 I Just Couldn’t Resist Chapter 9 Some of the Obvious Things I Learned Chapter 10 We’re in What Kind of Business? Chapter 11 With a Little Help from Our Competitors… Chapter 12 Leaders Are Everywhere Chapter 13 Great Organizations Have Great Leaders at Every Level Chapter 14 In Case You Didn’t Get It… Great Organizations Have Great Leaders at Every Level Chapter 15 Great Leaders Make the People Around Them Better Chapter 16 People Recognize a Phony Chapter 17 People Follow a Leader They Trust Chapter 18 Who Wants the “Best” People? Chapter 19 Looking for the Right People Chapter 20 Interview for Attitude Chapter 21 Attitudes Also Matter at 30,000 Feet Chapter 22 Everybody Remembers Their Interview Chapter 23 Every Job Affects Others Chapter 24 People Need to Understand Their Mission Chapter 25 Shared Goals, Shared Knowledge, and Mutual Respect Chapter 26 Do People Think Like Employees or Owners? Chapter 27 Making Employees Owners Chapter 28 A Sense of Ownership Chapter 29 Make Work Fun Chapter 30 Build a Customer Service Culture Chapter 31 Everything He Did Was So I Could Come to Work… Chapter 32 Fun Can Have a Purpose Chapter 33 Celebrate Success and Achievement Chapter 34 Creating Entrepreneurs Chapter 35 Encourage Unconventional Thinking Chapter 36 Suggestion Boxes Chapter 37 Many Roads Lead to the Promised Land Chapter 38 Define the Right Goals and Give People Room to Succeed Chapter 39 The Two-Minute Drill Chapter 40 Give People Something to Believe In--Define a Grand Mission Chapter 41 Create a Culture in Which People Want to Do the Right Things Chapter 42 It’s a Family Affair Chapter 43 The Tactics of Success May Vary, but the Principles Are Constant Chapter 44 Be Yourself and Have Some Fun Chapter 45 It’s a Round World Index