Gordon M. Bethune, chief executive of Continental Airlines from 1994 to 2004, says that “being good at your job is predicated pretty much on how the people working for you feel.”

　　Q. What are the most important leadership lessons you’ve learned?

　　A. I was a mechanic in the Navy. And mechanics in the Navy are like mechanics in airlines. You may have more stripes than I do, but you don’t know how to fix the airplane. You want me to fix it? You know how much faster I could fix the airplane when I wanted to, than when I didn’t want to? So I’ve always felt that if you treat me with respect, I’ll do more for you.

　　As I went up the ladder in the Navy, I never forgot what it’s like to be down the ladder, and that being good at your job is predicated pretty much on how the people working for you feel.

　　Here’s my theory: Let’s say we’re all midlevel managers, and one V.P. slot is going to open up. I’ve got 10 guys working for me, and for the last five years, every time I got any recognition, I said, “Bring them on the stage with me.” Who do you think is going to get the job? I’m going to get the job.

　　Q. How did you put together the team back in the early 1990s to turn around Continental Airlines?

　　A. I hired the best people. The sickest patients need the best doctors, so you can’t skimp on this stuff. I took the 20 top guys and I said: “I’ll create a bonus plan so that if we hit these numbers, I get paid and you get paid. And either all of us are going to get paid, or nobody’s getting paid.” And I never missed.安全工程师考试 安全工程师考试试题 安全工程师考试报名 安全工程师考试时间 安全工程师考试内容 安全工程师考试试题 安全工程师考试成绩查询
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　　Q. How do you hire people?

　　A. The really good people want autonomy — you let me do it, and I’ll do it. So I told the people I recruited: “You come in here and you’ve got to keep me informed, but you’re the guy, and you’ll make these decisions. It won’t be me second-guessing you. But everybody’s going to win together. We’re part of a team, but you’re going to run your part.” That’s all they want. They want a chance to do it.

　　Q. How did you decide whom to keep and whom to let go?

　　A. What I’m going to do is take a look at your performance. Then I’ll ask, how are we keeping you from doing your job? But you know, if it’s not the old equipment that’s to blame, and it’s you, I’ll find that out pretty quickly.

　　You have to hire people with good judgment. That’s No. 1. If they have it, whatever they’re put in, they’ll get good at it. Whatever comes up, you’ll take care of it based on the information, because you’d have the judgment to say, “Now, this is probably the right thing to do.” You don’t have to be an expert. So, pick good guys, give them the training they need and let them use their own judgment.

　　Q. That’s pretty subjective.

　　A. You know it when you see it. And so you’ve got to click. Somebody who knows what they’re doing, who has a good track record, they come across as very articulate, bright and looking for a challenge — that’s absolutely my kind of hire.

　　Q. Talk about how you communicated with employees.

　　A. I did a weekly voice mail — every week for 10 years, a three- to five-minute message. Every week I’d tell them what was going on. And we had a daily update with our stock price, our on-time performance, who did what to whom in our industry. So the employees always kind of knew what was going on. They had direct access to me, and direct access to the information.

　　And we never lied. You don’t lie to your own doctor. You don’t lie to your own attorney, and you don’t lie to your employees. And if you never lie, then when it hits the fan, and somebody says you’re wrong — you can say, “No, I’m not,” and they’ll believe you.

　　Q. When you were C.E.O., did you develop certain tricks for managing your time?

　　A. If I had a flight at 2, I’d probably never get to the airport later than 12:30. I’d spend an hour just going down to the crew room. That’s how I met a lot of people. That’s how I was very visible.

　　When you actually take the time to go over to somebody’s office and personally thank them — whether their office is in a cockpit of an airplane, or in a break room — that’s an actual manifestation of interest in them. You need to take the time to show the people around you who work for you that you’re interested in them. So I would schedule my time like that.

　　The best compliment I ever heard happened one Christmas. I always went out to the airport on holidays, and always made sure that I was there and I’d thank people for giving up their holiday to work. We’d go down to the break room. I’d always eat down in the break room where the food was being passed out.癌症 艾滋病 安全期避孕 便秘 丙肝 避孕方法 不孕不育 闭经 白内障 扁桃体炎 鼻炎 鼻窦炎 白癜风 鼻咽癌 肠炎 垂体瘤 产褥期疾病 动脉硬化 低血糖 癫痫 胆结石 胆管炎 胆囊炎 打呼噜 带状疱疹 冻疮 耳聋 耳鸣 肺炎 肺脓肿 肺结核 肺气肿 肺心病 肥胖 附睾炎 附件炎 风疹 腹泻 肺癌 感冒 高血压 冠心病 高血脂 肝炎 肝硬化 肝病 过敏 关节炎 骨质增生 骨折 骨髓炎 骨头坏死 股骨头坏死 肛裂 肛瘘 脱肛 更年期疾病 宫颈疾病 宫颈炎 宫颈糜烂 宫颈息肉 肝癌 呼吸衰竭 红斑狼疮 滑囊炎 喉炎 红眼病 黄褐斑 黑斑 急性支气管炎 静脉曲张 静脉炎 甲肝 甲状腺肿大 甲亢 甲减 甲状腺炎 精神分裂 焦虑症 颈椎病 腱鞘炎 节育 紧急避孕 近视眼 疥疮 酒渣鼻 结核病 尖锐湿疣 结肠癌 甲状腺癌 狂犬病 口服避孕药 口腔溃疡 口臭 口吃 流行性感冒 类风湿 老年痴呆 淋巴炎 颅脑损伤 阑尾炎 流产 自然流产 药物流产 无痛人流 卵巢疾病 淋病 慢性支气管炎 脉管炎 毛囊炎 梅毒 麻疹 尿失禁 脑淤血 脑梗塞 男性节育 尿路结石 尿毒症 脑积水 牛皮癣 脑炎 偏头疼 贫血 膀胱炎 破伤风 盆腔炎 葡萄胎 皮肤癌 气胸 青春痘 青光眼 雀斑 前列腺癌 妊娠期疾病 乳腺炎 乳腺增生 乳腺纤维瘤 人工流产人流 软下疳 乳腺癌 食物中毒 肾炎 肾病 神经衰弱 疝气 肾囊肿 肾衰 输卵管疾病 沙眼 散光 手足癣 湿疹 色斑 生殖器疱疹 食道癌 糖尿病 痛风 痛经 脱发 胃炎 维生素缺乏 胃癌 哮喘 心肌炎 心力衰竭 心肌梗塞 心脏病 心律失常 心内膜炎 血友病 血管瘤 休克 性冷淡 小儿多动症 小儿厌食症 小儿麻疹 小儿感冒 小儿血友病 小儿肺炎 猩红热 小儿贫血 小儿哮喘 荨麻疹 厌食症 胰腺炎 乙肝 乙型肝炎 乙肝病毒携带者 硬化病 抑郁症 腰椎间盘突出 阴道炎 月经 月经不调 牙周炎 牙龈肿痛 龋齿 牙龈炎 咽炎 疣 鱼鳞病 支气管炎 脂肪肝 侏儒症 中风 紫癜 痔疮 脂肪瘤 子宫内膜异位症 子宫脱垂 子宫肌瘤 侏儒症 中耳炎 脂溢性皮炎 直肠癌 子宫颈癌

　　I went to sit down at this big long table with these two guys, and I said, “Anybody sitting here?”

　　And one of them said to the other: “I told you he’d be here. Give me my $10.”

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　　He had bet that guy $10 that I’d show up.