To sustain such a culture, Southwest and other enterprises understand that key behaviors have to be actively managed and made visible.
A keystone habit, Duhigg has noted, is “a pattern that has the power to start a chain reaction, changing other habits as it moves through an organization.” Companies that recognize and encourage such habits stand to build cultures with influence that goes beyond employee engagement and directly boosts performance.
companies that eschew all-encompassing culture change initiatives and instead focus on three specific elements—critical behaviors, existing cultural traits, and critical informal leaders—have the most success.
“It’s important to know that your sense of professional success is defined by the parameters you set. Choosing the right metrics means knowing how and when to best measure yourself, and that can provide you with the self-driven momentum to exceed even your highest expectations for your career.”