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By Dr. Maribeth Kuzmeski
I was on a four hour flight home when I got a pleasant surprise: an upgrade to first class. In the front row sat a well dressed man, and from the moment we boarded, the flight attendants hovered around him. At one point, my seatmate leaned over and told me who he was. He was the chairman and CEO of the airline.
What struck me wasn’t the attention he received. It was what he did with it.
Nothing.
Few smiles. No small talk with the crew. In four hours, he never spoke to a single passenger unless they approached him first. Here was the person at the very top of the company, sitting among dozens of his customers and a crew of his own employees, and he let the entire flight pass without a single moment of connection.
The CEO Who Couldn’t Stay Out of the Terminal
Now think about Herb Kelleher, the co-founder of Southwest Airlines.
Kelleher was famous for walking the terminals. He flew on his own flights, not to be served, but to talk with passengers and employees. He asked what was working, what wasn’t, and how the company could do better. He showed up in hangars, in break rooms, and at gates. People who worked for him didn’t just know his name. They knew him.
He was clear about what business Southwest was really in. In an interview with the University of Texas McCombs School of Business, he explained that Southwest saw itself as a customer service company that happened to operate an airline. Then he added a line every business owner should hear: any business is about serving the people you serve.
That philosophy wasn’t a slogan on a wall. Kelleher built Southwest’s culture around people, starting with his own employees, believing that a team that feels valued will take better care of customers. Under his leadership, a small Texas carrier grew into one of the most admired companies in the country.
Two Leaders, Two Choices
One CEO had a plane full of people he could have connected with and let the moment pass. The other built an entire company around those moments.
The difference wasn’t access. Both men had the same opportunity: customers within arm’s reach and employees eager for a word from the top. The difference was what each chose to do with it.
And here’s the part that should make all of us pause. Everyone on that flight noticed. The crew noticed. The passengers noticed. I noticed, and I’m still talking about it. Silence from a leader is never neutral. It sends a message, whether you intend it or not.
You’re in the Front Row, Too
Every day, you’re sitting in the front row of your own business. Whether you lead a firm of fifty or a practice of two, people are watching how you show up.
Your clients notice whether you remember their kids’ names, or only their account values. They notice whether you call when there’s nothing to sell, or only when there’s something to review.
Your team notices whether you stop by their desk to ask how they’re doing, or only when something has gone wrong. They notice whether you know what their days actually look like.
Connection rarely happens in the big moments. It happens in the small, ordinary ones that are easy to fly right past.
Five Ways to Stop Flying Past People
You don’t need a grand initiative to lead like Kelleher. You need a few simple habits, practiced consistently.
Go first. Don’t wait for people to approach you. The CEO in the front row only spoke when spoken to. Leaders who connect start the conversation.
The Question to Ask Yourself Today
That flight lasted four hours. The opportunity to connect was there the entire time, and it landed unused.
Most of us won’t ever run an airline. But every one of us has a front row: clients who trust us, teams who rely on us, and people who would welcome a moment of genuine attention.
So here’s my question for you: who could you connect with today that you’ve been flying right past?
Walk your own terminal. Spend fifteen minutes this week simply being present with your team, with no agenda. Ask one question: what would make your job easier?
Make one call with nothing to sell. Pick a client you haven’t spoken with in a while and call just to check in. No review, no recommendation, just interest in how they are doing.
Ask how you could do better. Kelleher asked passengers directly. Ask a few clients what one thing would improve their experience working with you, then listen without defending.
Notice the people behind the scenes. The assistant, the operations team, the person who answers your phone. Thank someone specifically for something they did this week.
Maribeth Kuzmeski, PhD, President of Red Zone Marketing, is a marketing strategist, advisor to financial services companies, bestselling author of 9 books, and a professional speaker rated as a Top 25 C-Suite Speaker as seen in Meetings & Conventions Magazine. She speaks on topics including marketing, branding, sales, and customer service.
