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Training and Accountability

By David Neeleman - Stanford
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Lecture 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.

Course Index

  1. JetBlue: Life as a CEO
  2. Ticketless Travel
  3. High-tech, High-touch
  4. History of Travel Industry
  5. Neeleman on Southwest
  6. Seeing Failure as Opportunity
  7. Building a Company: Building a Legacy
  8. Take Care of Your Employees
  9. Creating A Customer Experience
  10. JetBlue: Defining Organizational Structure and Culture
  11. JetBlue: Employee Incentives and Rewards
  12. Training Employees: Defining Organizational Culture
  13. Training and Accountability
  14. Listening to Employees
  15. Establishing Organizational Values
  16. Examples of Great Companies: Role Models
  17. Customer Feedback
  18. Competition and Pricing
  19. Execution of Strategy is Key
  20. How Does IT Differentiate JetBlue?
  21. Defining the JetBlue Experience
  22. Does Your Company Matter?
  23. JetBlue: Establishing Organizational Structure and Culture