One evening in 1966, attorney Herb Kelleher joined his friend, Rollin King, for a drink. King was an investment consultant and saw an opportunity to develop a low-cost, no frills airline primarily to fly business people within the "Texas Triangle" (Dallas, Houston and San Antonio). He sketched his proposal on the back of a cocktail napkin and convinced his lawyer friend to join him in the endeavor. That evening, my employer, Southwest Airlines, was born.
The company was incorporated in March 1967, but the "big" airlines were dead set against the upstart. Continental, Braniff and Texas International used their influence to obtain a temporary injunction, arguing the air travel market in Texas was well-served (by themselves); any other carrier would dilute services and profitability, they argued. A district court and state appeals court ruled against Southwest, but Kelleher would not give up.
He worked three years for no pay and appealed the case all the way to the Texas Supreme Court which ruled in May 1970 in Southwest's favor. Kelleher's and King's dreams could get off the ground. They overcame the naysayers who said it couldn't be done. They defied rich and powerful Texans who had millions invested in the old legacy airlines and were desperate to ground the threat Southwest presented.
Despite more legal attempts by the stop-Southwest crowd, the airline began service on June 18, 1971. From the beginning there were three priorities: safety, customer service and efficiency. Forty-six years later Southwest is among the world's safest airlines and among the most admired businesses in the U.S. The company employs more than 53,000 employees and flies 800 airplanes on 4,000 daily flights - the most efficient in the industry. Most importantly, they transformed an entire industry by giving ordinary Americans the freedom to fly, and the "Southwest Effect" (increasing air travel) is legendary.
That story is the main reason I chose to fly for Southwest when I retired from the USAF in 1996. Although King left the company years ago, Kelleher remained CEO until 2008. I've met him several times.
Once he flew on the jump seat in my cockpit from Dallas to San Antonio, and I asked how he remained so upbeat and positive. He said as a lawyer in San Antonio his clients were thrilled when he could help them resolve their problems. Their success became his success, and he loved being part of their joy. It was the same being CEO. His employees came to Southwest seeking opportunities, and he was thrilled to share their success.
"Being around my employees makes me happy," he concluded, then he disappeared behind the cockpit door to distribute peanuts to passengers before we landed.
So, other than sharing a true American success story, where am I going with this? While my employer does not endorse any political perspective, I personally see an analogy between what Herb Kelleher and Rollin King accomplished at Southwest and what President Trump is trying to do for America. The naysayers say Trump can't fulfill the vision for which he was elected by millions of Americans. Rich and powerful political and media groups are filled with fear bordering on hatred and try to stop him at every turn. Career politicians (mostly on the left) vow to stop his proposals, not out of concern for our country, but because he threatens their powerful monopoly over "we the people."
Both Herb and Trump are unorthodox yet competent leaders who shook up conventional institutions. They both faced difficult paths. Just as the traveling public benefited immeasurably from Herb's vision and tenacity, America will benefit from President Trump's plans to keep us safe and prosperous - despite those who want him grounded.
Roger Smith, a local author, is a frequent contributor to the Times Free Press.