Page 32 - How to Drive the Bottom Line with People

Built to Serve

Why? Fueled by the crucial contributions of thou-
sands of team members, United’s culture sets the com-

pany apart from its peers, large and small. Yet the
company does not rely on training manuals or check-
lists to serve as shortcuts that team members can use

in determining how to conduct business. Instead, the
company depends on a nine-decade track record of
success modeled by leaders and embraced by new hires
to create walking, talking ambassadors of its culture.
A leader’s actions, not words, form the basis for

learning and eventually handing down a culture.
Nowhere is this more prevalent than in the armed
8
= forces. I served as an Air Force officer and pilot for

more than a decade, and I came to treasure the mili-
tary culture. Contrary to the often-maligned image of
military life, my experience was extraordinary. Of
course, as one might expect, flying high-tech jet air-
craft was as rewarding as it was challenging, but the

enduring fulfillment of the job came from the deep
meaning of the mission. I think this can be said of all
military endeavors.

Clearly, money is not the primary motivator for
military service. My hazardous duty pay amounted to
about $110 per month. Of far greater value was the
small ribbon or tiny medal awarded to me in recogni-