Southwest Airlines: The Internal Culture Turbulence of Abandoning “Bags Fly Free” and Open Seating
For decades, Southwest Airlines has built its brand around a simple, yet powerful value proposition: no hidden fees, no pretense—just a reliable, friendly, and affordable way to fly. “Bags Fly Free” wasn’t just a marketing slogan; it was a stake in the ground, a promise that differentiated Southwest in an industry riddled with nickel-and-diming. Open seating wasn’t just about efficiency; it was a culture-defining practice that emphasized flexibility, fun, and customer-first decision-making.
And now? They’re rolling it back.
Brand vs. Culture: The Disconnect Begins
Southwest’s core values—Warrior Spirit, Servant’s Heart, Fun-LUVing Attitude—have always been intertwined with its unique operational approach. Their mission has long championed making air travel accessible while treating employees and customers like family. The airline has historically been people-first, thriving on the belief that if employees are happy, they’ll create great customer experiences.
But here’s the problem: When a company shifts from a values-driven approach to a profit-driven one—without recalibrating culture—it creates internal turbulence.
The Employee Perspective: Turmoil in the Ranks
Southwest’s employees are not just service providers; they’ve been brand evangelists. Flight attendants leaned into the fun, pilots cracked jokes over the intercom, and gate agents proudly upheld policies that felt uniquely Southwest.
Now, they’re faced with a crisis of identity. How do you uphold a Servant’s Heart when you’re suddenly charging for something that was once a cornerstone of customer goodwill? How do you sustain a Fun-LUVing Attitude when customers now associate your brand with frustrating fees instead of a playful, easygoing experience?
Internally, this shift is likely causing:
Moral Whiplash – Employees who once took pride in standing apart from the legacy airlines now feel like they’re working for one. The pride of being “different” has been stripped away.
Increased Tension with Customers – Gate agents and flight attendants will now have to enforce rules they don’t personally believe in, leading to strained customer interactions.
Trust Issues with Leadership – If leadership can undo something as fundamental as “Bags Fly Free,” what else might be on the chopping block? Job security? Benefits? The once-sacred Southwest culture itself?
The Risk of Culture Erosion
Southwest has been one of the few airlines where employees felt deeply connected to the brand’s mission. That alignment between brand promise and internal culture was a competitive advantage. By undoing policies that were fundamental to the brand identity, Southwest risks not just alienating customers—but losing employee buy-in.
The move sends an implicit message: "Profit now comes before people."
Southwest’s legendary ability to maintain high morale and customer satisfaction despite being a budget airline? That didn’t come from profit-first decision-making. It came from a culture-first approach that made employees feel like they were part of something bigger.
What Comes Next?
If Southwest wants to avoid complete cultural freefall, leadership needs to take a hard look at how they frame these changes internally. Here’s what they need to do—immediately:
Acknowledge the Disruption – Employees aren’t stupid. They know this is a departure from what Southwest has always stood for. Pretending otherwise will only create resentment.
Provide a Clear ‘Why’ – Is this a necessary survival move? Is there a strategic vision employees can rally behind? Leadership needs to articulate why this decision was made and how it connects to long-term success.
Reaffirm What Isn’t Changing – If the mission and core values still matter, employees need to hear that directly. What aspects of Southwest’s DNA will remain untouched? What other cultural pillars will leadership defend?
Empower Employees to Navigate the Shift – Train employees on how to handle frustrated customers and create space for them to voice concerns. Otherwise, they’ll disengage—or worse, leave.
A Critical Crossroads
Southwest is playing a dangerous game. It’s one thing to evolve; it’s another to betray your own identity. If they don’t handle this shift with radical transparency and cultural sensitivity, they’ll do more than lose customer loyalty—they’ll lose the soul of their workforce.
Because when the people who power the brand stop believing in it? The turbulence isn’t just external. It’s existential.
