Episode 20: Bill Tierney Podcast

Dana Williams:  Well, I am so excited today to be with Bill Tierney. He was my former boss at Southwest airlines and we had such a great working relationship. Bill- I think it was, I don't know, eight years that we worked together?. I was trying to figure it out the other day. I think it was about eight. So Bill is the Vice President of Marketing at Southwest Airlines.

He also has five, count them, five girls and an amazing wife. And he's surrounded by women, I think, at work and at home. Bill,  I would love for you to introduce yourself and tell the group a little bit about yourself and then we'll get going. 

Bill Tierney: Yeah. So that is my main identity. You nailed it, I get  to be surrounded by fabulous women of all ages.  Yeah, as you just, mentioned I oversee marketing here at Southwest Airlines, and have been at SWA for 18 wonderful years and  you stop and reflect and you're still driven by the same thing. We, have amazing people [00:01:20] here. Every time I fly. I'm reminded of that with our flight attendants and pilots and agents at the airport. We have so many good people that work. And I think that's really the glue even after 18 years. 

Dana Williams: Bill, I know  you're a very humble guy. I think it's important and fun to tell the story about how you got to Southwest. Oh, there's a lot of people out there that are in this transition and you're trying to figure out where they want to go. So  talk about your journey to get to Southwest and what you were willing to do as you grew from customer service to Vice President in Marketing.

Bill Tierney: Absolutely. So like many, many leaders, many officers Generally rejected more than once when applying for a position. And really my first rejection solidified how badly I wanted to work here. I had never had a more fun interview or engagement process with a company or business, and I didn't even make it to the second round. I mean, I didn't, they didn't even  whittle it down and include me. So I was just determined at that point and grateful. To a few recruiters who, who kept me alive and brought me in for a second job interview, which I was rejected for and did not get. And then fun irony in that is that it was a marketing position. And that's how many years later, I ended up working for a gentleman, Richard Sweet, who is a great leader and one of my many mentors. And I used to get the biggest kick out of that because it was in his organization. And then of course, Together for years until he retired and, you know, kept going.  And I was fortunate enough that a position in  customer relations opened up and now in customer relations,  you're working with customers to resolve their challenges, either via phone or in written format. And I was a writer and I remember applying for that job and going in and you know, you do the first hour and then say, can you stay another hour and I wanted to get on with that team and work for Jim Ruppel. And it was one of those things you look back on and it was a blessing. I mean, here I was going from one job to another, where I had four weeks vacation and went  to none at the time to start with and in reductions in pay and things like that. And I was so excited to be here.   I remember the first day it's memorialized on my badge. Cause we often keep our picture from the first day here. And just how warm and friendly everyone was and how crisp the Southwest curriculum was.

Bill Tierney: You know, you see the reality  there? I remember thinking if it's half as good as people say, I'll be really impressed. And it was, so everything was so true and authentic and genuine. And in terms like do the right thing, always do the right thing. It was easy to do your job because that was baked .what you did

And so it was very consistent, clearly founded on the golden rule. And that was my experience in customer relations. And you interacted with all kinds of issues and worked with departments across the company. So I really feel like between the onboarding and customer relations and just my experience there, I got a great taste for the brand, the product and what Southwest is, is all about.

Bill Tierney: Then I moved to a different position in revenue management, where, you know, it went from helping customers  solve their issues, taking care of them, to revenue generation for the company, which was very different. But the consistencies were still there. And the great people who didn't take themselves too seriously, who were very smart, who were focused on the common good and not themselves and leaders  who were genuinely interested in. All of those things remain consistent. And so it's, it's like moving around a village or a community and just seeing this wonderful consistency around it. And then I eventually moved on to marketing and did various roles in marketing. 

I'll tell you a quick story I had on one of those, it was I was over, I think, analytics that part. I love my job. I was in sort of business performance and I remember the vice vice-president grabbing me one day as I walked through. And he said,  come into a conference room here. And so I did, and you know, I was very fond of him. He was very  nice. And he said, have you thought about a career change? And he said we're thinking about doing this other role.  It was essentially his chief of staff. And, you know, it's like, oh, that sounds really interesting. And all that, no, I'm pretty happy doing what I'm doing is I was, I was pretty happy.

I didn't know at the time that, you know, when you had conversations like that, they weren't really that open as far as choices go. And a week later he said, have you thought more about that role? Anyway, I moved into the role. And it was one of those things that I never had. On  my plan or on my roadmap, but it was an opportunity that came along and it's probably where a lot of the growth takes place.

 And unbeknownst to me, it sort of positioned me two years later to take on half the department and to grow there. So I always think of that as an example of something that wasn't on my radar at all, they'd played a profound role in  my professional growth and then led to opportunity, which was the last thing on my mind.

And then you know, I get to work with people today on how [00:07:10] we show up in the marketplace. And I have a brilliant team of directors and people who make it happen every day. And Dana, you know, from working in this industry, there is no day is like the next day or the day before. There's always some excitement going on.

And so we have a lot of smart people who are adaptable and all at the same time, even in the past two years, I think through all the challenges. They bring  their sense of humor. They bring their real human element to work each day. And that's what makes the joy.

Dana Williams: And I think that is one of the cornerstones  I always say, you know, During the fog of war, the characters revealed. And I always say during the tough times, your values are revealed and Southwest values were so revealed and the people and the way the company was set up during that time. And you're continuing to see that. And I think other leaders would love to hear from you. About how you got [00:08:10] involved in strengths and how you brought strengths in because you were the one that kind of, you know, started saying, yeah, let's do this.  And there always had to be somebody that was helping to advocate for it. And so I would love to hear, first of all, your top five strengths and then how you got involved with strengths. 

Bill Tierney: So I'll only share my top five, then we'll talk about him strengths in general. So individualization is my top strength.So just picture yourself. I was reading the book, it was a StrengthsFinder book and I took the assessment and here comes my sort of readout. And I see individualization. I see learner. I see restorative. I see analytical. Overall, what I see is that sounds like the most boring person I have ever can imagine.That was my first inclination of, oh my gosh, this sounds terrible. I just kind of read the definition of them and, you know, as you read through it, you see, well, that's exactly me. That's important to me. Those are things that really matter to me. Those are things that get me excited. And I think I've done a lot of different emotional intelligence assessments, every kind you can think of in one form or never another from every consulting firm, but I'd never had one that resonated the way that strengths resonates. And I think, I do think. It starts with that first and fifth strength, individualization and belief. I'd say those I've learned are very important with respect to why I work at Southwest and sort of my leadership philosophy. And then the middle three learner analytical and restorative have a lot to do with how I work.But the individualization it's no coincidence. I think that that's my topic. And how passionate I am about strengths, because as I've learned before, never anyone's unique combination, I think is one in 33 million. Right? So I've learned that about myself. When I reflect back on my life on how important individualization was to me, I've never been a fan of category.Or just you know, paint solutions across because as you know, from working with people and leading people, everyone brings something unique to the table and that's the beauty of humanity. Every individual brings something unique to the table and there are very few solutions when you're leading, especially in a crisis or a pandemic.When you think of all the challenges people have. As mental health and just daily worry and anxiety, no  two people are in the same situation. And I think that's important when you're leading in a stable environment. It's even more important when you're leading in a crisis [00:11:10] or in a pandemic. So that, and, and the belief I think brings a sense of trust and security to people.

Dana Williams: We can talk a lot on strengths, but I think it was, you helped say “let's do this.” And I was thinking back about that this morning. I think it was around 2012 that we first got strengths in our department. Yeah. And Anne and I became certified in 2015, but between that time we, you and I went through, gosh, I don't know how many reorgs, probably every couple of years, but we use strengths to help us as we were helping to guide and figure out how to make sure people were doing their best every day. And I think that was such a great tool during that time.And right now there's so many people, so much movement and focus on retention and  we talked about earlier,  so how are you leading through change right now? And  what are your tips that you've been learning that you've been able to apply or maybe you heard  from somebody  that you've just been instilling in your leadership style right now, because there's so many leaders leading  change and there's so much going on.So how are you, how are you managing? Yeah. 

Bill Tierney: And it's, it's learnings over the year learnings from, from people like you and others. I think through change through reorgs, you, you get a better sense of, Hey, there are certain elements that are really important when you're going through difficult times. And one of them is certainly communicating. You've got to have a regular ongoing communication. And also the realization that just because you said something doesn't mean it was understood and that's taken me a while to get to. And it's something that both companies and leaders can make the mistake of saying why said it, therefore, you know, we covered, check the box. But saying something and people listening and processing and understanding it are two very different things. So I think focused communication is one thing for sure. Another thing that I've learned is that in order for things to be heard or digested or believed, you have to have trust. And I think. Practice competency is something that's completely necessary for great leadership is to be approachable over the years, I have come to the conclusion that that trust is the foundation of things. The environment that that allows for trust is approachability. And that goes back to spending time with your people, showing that you care about your people, genuinely caring about the people and building that trust. And again, in order to do that, it's two way dialogue. And so people have to be comfortable sharing their thoughts, their perspective, their hopes, or dreams or concerns with you and coming to you and talking to you about things. And then when you get into a situation has changed. You have, you know, we've talked about marbles in the jar, marbles, the jar, so that when you say something, people believe it. And if they're not, if it's not resonating, they'll come. If you have an environment where people won't come tell you, it makes it very difficult to lead. There's a tendency as people go in their career, or even later, as you think of all the big moments, or I have a presentation for 500 people, I have a boardroom presentation. And the more you progress as a leader, I think you you've put more value into who you ran into someone in the hall and you just [00:15:10] said, hello, or stop for a few minutes. I mean, some of the nicest notes I've received, I think are based on small infractions that are in, in some, the last month, I don't even know works in the operational department. We just happened to be the only two people on the bridge at the time. I said hello. I asked her what she did, how she doing? It was a 32nd interaction, 30 seconds to a minute. And she sent me the nicest note. And, and in the note was, you don't know how much I needed that, that day. And it was just me that everybody's always going through something. No one is exempt. No one gets a pass on mental health or anxiety or worry. Just the reality is you just don't know what people are going through. And so taking that time and the small moments I think is just important. So communication, approachability, and valuing trust.

Dana Williams: love that. And I think that those, I think about you still sending me  texts on birthdays and holidays.And just let me know. You're thinking about my goodness. I just think that is so sweet. And it's just a little thing, but it's a big thing to a lot of people and I sure appreciate it. And I heard from somebody the other day that told me that. They were, they  are retiring. They said that you took time to write them a nice note and really express everything they had done. And I thought, wow. You know, and that makes a difference. And so I think that's a great lesson in leadership for other leaders to take. So who, over the years, I know you've had a lot of mentors. I know you were close with Herb and Colleen, you close with other people, but what's some of the best advice you've gotten as.

Bill Tierney: Yeah, for sure. I mean, countless number, every leader I've had has taught me something. The colleagues that I work closely with teach me something and then my people teach me. And that goes back to you. I hopefully  try to be approachable enough to receive that gift, but I was able to spend some time with Herb and Coleen. And I think one of the things Herb said to me that really resonated when he was talking about leaving. In between absolutely hilarious stories. He gave me sort of an analogy or metaphor to a garden and how, when you're leading, it's a very active practice and that you're always fostering farming, nurturing some part of the garden at any given time.And when I think about that, you know, I think if you have people and they're all at different places and they're all in different situations, I guess it  comes back to that individualization on why it resonated for me, but that leadership is a very active sport. And then some people, I think, look at leadership and they look at  it as, oh, I achieved this and, and you know, there's this view of like, oh, that's magically perfection.No, you roll up your sleeves more and you invest more time than ever. You just invested in people as opposed to business products. And so that analogy of the garden, I always think about that, that, that heard mentioned that I've had other mentors in in partners, agencies, Tom Kalahar at Kalahar communications.I've always considered a, a mentor and a friend. That's someone who, you know, at the time I was an analyst to my current role, still keep in touch with my father was probably my first, first mentor. He's the reason I ended up in Texas. He didn't ask much about. He would mentor me with quotes, one liners that would leave me something, figuring out what he meant by it, and then realizing it was something very profound. And when it was time for college, he said, you know, I would really like you to go to another part of the country. That's half the education. I think that's very important and I hope you'll consider that which I did. That's how I ended up from moving from Boston to Dallas, Texas. But. You know, I tend to look at different people, whether it's other leaders here or people I know, and just try to observe how they do that really well. And if I want to be better at that, I go to go to that person and learn or ask them you're a great communicator. What makes you  a great communicator or you inspire people really well? What, what, what is it? What is it about your, how do you focus on that? Or they were a great analyst. You tell the story about the numbers better than anymore.And you know, Dana, I don't, I know you don't like hearing it, but you're one of the best people I've ever met with people. And so I've known you, over the years as we've worked together, And I love telling your audience because there's nothing you can do about it right now. I always knew, you know, I was in trouble.When you come in and see me and say, “as your friend” 

Dana Williams: You need to listen up.

Bill Tierney: I've got something that we keep valuable and the things that you taught me that I still practice to this day, we've gone through a lot of change.  Any time I'm going through change, I spend more time listening to people and what's on their minds than telling them what I want to say. And, and I've, I've kept that practice in mind, certainly not to perfection, but of making a first step to listening to other people. I think that's some of the best advice you've given me. You've given me a lot over the years. So, you know, a lot of, a lot of great advice from a lot of great people and just observing and thankfully I do think it goes back to having good relationships.

What a gift it is when, when people will be a little vulnerable with you or maybe uncomfortable, but they'll give you some feedback makes you better. 

Dana Williams: I love that. And I love your story. I wanted everybody to hear your story because I think people think, oh, this person came in as vice-president and they just moved in to that role. The story of how you came in and how passionate you were and how you got to work for customer relations and learn the whole company that helped catapult you to the next role, then every role kind of catapulted you to the next role after that, which was really fun to watch and see.  We talk a lot about leadership at Dana Williams consulting and also on the podcast. And one of the things that we really focus on is leader as coach and I see that from you. You know, I think we've talked about boss to coach- people don't want a paycheck, they just want to be a part of a mission. They want to know they don't want a boss want , they want a coach, they want open framework. They don't want somebody talking down to them, which you just talked about. You let listen and hear what they say. How are you? All right now in this crazy time? Putting on that coach hat. And how does that, how does that play out? I mean, I think, I think everything's transitioned now from what it was probably for our parents generation of what a boss was to what it is now. What's your advice to leaders that  now.  There's a lot of new managers out there I talked to and they're still trying to figure it out and it's, you know, their  burnout.  Because  they're trying to manage a pandemic, manage people coming and going, and then also learn how to coach. And so what would be your advice or what are you telling your new managers there at Southwest airlines as they're trying to figure all this out right now? 

Bill Tierney: Well, and you bring up a good point. I think leaders, whenever I'm chatting with someone or someone brings up you know, feedback or thoughts, maybe on their leader, their first thing I remind them is the leaders are human as you are. And they don't have all the answers and they have personal struggles in their own lives. So I think that when someone becomes a new manager or a new senior manager, I remind them that leadership isn't perfect. That  part of it is learning to be the best leader that they can be. And I think it's really important that leaders have that sense of vulnerability.  Otherwise they will operate in a robotic leadership. They'll operate from too much of a safe space and too much of a safe space means  dehumanizing sort of the relationship I think of coach. So I think it's really important to get leaders in a safe space and a comfortable space to be themselves, to know that you're not judging them. You're not, you're not judging every move you're there to guide and coach just like you said, and advocate for them. And so that, that's the first bit of advice I'd give to leaders, leading leaders is make sure your people who are spending more time with people in your organization than you are on a daily basis  are operating in that manner. And goes back to what we said before. I think you've got to be willing to listen. You've gotta be approachable. And you've got to make  sure that you don't model success as being the leader who drives the most projects or the leader who is always taking credit for some of them. I think you need to model good leadership to get good leadership. And right. We were in a seismic shift  here and that's uncomfortable for everything. So what I try to do is ask for grace from my folks, as we wrestle with things like remote work and flexibility, and just a whole different approach to work. I try to make sure folks know it's a test and learn mentality on all sides. I want to offer grace and flexibility. And I really ask that leaders  offer a grace and flexibility as we work those things out. So I think you want to make sure that you're, you have a flexible mindset. You stop and remember that everyone's going through something and it's not the same thing. And keep your teams focused on the reality of today and the hope and aspirations of tomorrow. Combination of those two things is really. 

Dana Williams: I love that you brought that up, Bill. Cause you know, me, my futuristic I'm , okay, six months from now. Here's what I think we should be. But  I love how you're talking about the reality of today with where we want to be the hope for tomorrow,. What do you foresee? if you could just look at your crystal ball right now about management business right now where, where do you think that the leader needs to put themselves in that realm the reality of today versus where we're going to be hope for the future? 

Bill Tierney: I don't think it's the traditional and traditional model. I think it's more  important than ever that you're, you have a coach mentality and again, a certain openness there is what we went through in the last couple years, surfaced a lot of things. And as I chat with leaders and made them aware of things about themselves, that they were not aware of people who didn't realize they were going through a certain stress every day and the toll was taking on themselves. And if there's a blessing in the pandemic, there's always blessing. Yeah. I think there, people went through a transformation. We all did to some degree, and it's sort of an enlightenment about ourselves and what's important to us. And I think figuring out how do you continue to lead and get the work done that needs to be done and have the right engagement and the right operating model. While also respecting that, I don't think there's many people out there who were the same as they were two years ago, same mindset or in the same circumstances. And that's just another form of growth. And it's a good form of. And you know, my advice is being aware of that and also more than ever. I think the idea that there are these one size fits all solutions out there is probably not a reality. So you're going to roll up your sleeves and spend more time understand where people are coming from. And it's different than before. You always want to understand where people are coming from, but now they're coming from a different place in a life-changing. And I, one thing I've noticed and can read any article out there, I'm sure you've seen it and talked about it on your show is the level of anxiety and concerns and stress are higher than ever.

And ultimately, if you're a leader, you should have a vested interest in the person as a human being, not just what they can do for you transactionally. And that means, first of all, being aware that those things may be going on. And if you want to drive loyalty, I think with your people too, and have them at their best being aware of and supportive to the extent that you can. And there's never an easy recipe or [00:28:30] you can't always do everything, but I think all leaders need to be intentional about being more aware of what is going on.

Dana Williams: I love that. And I think more than ever, and this goes to your individualization, but also back to strengths is that we've got to be connected to ourselves because the outside world is always changing. And so. How do we love on ourselves and make sure our leader knows what's going on? If there's something, you know, we're in this pandemic flux syndrome or things are just constantly changing, there's not an end to it.

So that causes a lot of stress and anxiety. And, and so the wellbeing of our people is so important right now. And I’m  glad that you brought that up and just checking on their well-being because I think that's just going to be a natural checklist I'm seeing right now with leaders is learning how to check on their people. 

Bill Tierney: I think you're nailing it. I think that is that's one of the hardest things for me. When you say how to check on your people, if you're using sort of engagement, it is very difficult to do with a screen. It just is being vulnerable. From my standpoint, I have a harder time sometimes reading how people are doing the reality is we were in an environment before where I could walk down the hall and see that someone had. I could get a pretty good read, just looking at someone how they're doing and that might lead to, Hey, why don't we come in and chat or, Hey, let's grab some time or shooting a note saying, Hey, I noticed this… is everything okay? Asking that question is much harder for leaders to get a read, I think on their employees and their colleagues and this environment.

And we're going to have to be innovative in how we do that, how we get to the new environment's going to necessitate get innovative in being more in touch with our people.

Dana Williams: Yeah. And there's some great little things you can do. My check-in check-out at the beginning of the meeting to have everybody give  a number one to five or one to 10, how they're doing in the five areas of well-being and quickly write that and say, oh my gosh, this week I haven't been doing good on physical or I haven't been doing good on, you know social, it's a quick little thing that, that you can get in the practice of doing. It's amazing. What happens when people see that themselves and reminding themselves to do that every 

Bill Tierney:. I love that Dana, and it, it speaks to everybody because people may not want to tell you everything that's going on, but if they'll tell you there were two outages.  We got something to work on.

Dana Williams: Yeah. And there's something as a leader that can. How’s that walk going? You said you wanted to get your physical going, you know, what's happening with that? Or if they're saying my financial wellbeing is low, well, we've got resources, you know, that we can point you to. And I think it's that permission slip to keep that going.

And we know, and Bill, you're great at this in meetings. Just getting everybody to talk and share, but when you're not in person, And you're doing the virtual situation like we're doing now. It's hard sometimes. And so having them do that little exercise I found has really worked well. 

Bill Tierney: And you're right.We're still learning how to be human virtually. Yeah. I think it is taking that moment, so great. Right. Advice as you know, 

Dana Williams: No, I just thought that just came up. Okay. So Bill, you have five girls you've been making an impact at Southwest. What's the legacy that you want to leave when you think  we talk about you know ourselves from the inside out, what is the legacy that you see that you've been created to do here?

And I see you energized even in the tough times, because I know you're in your strengths, but what's your legacy that you're thinking about. 

Getting through five weddings, maybe I don't survive in the future. I think it comes down to Dana. What I've distilled in my head sort of at the daily level is probably true at the end of life level.

Bill Tierney: And people ask me, you know, we, we have more measurement and numbers and things than ever before, and people will ask me, well, how do I know how well I'm doing? You know, revenue generation or things tied to the business. And I've concluded that the best litmus test for KPI on a daily basis is as simple as this at the end of the day, ask yourself one question, is that when that were the people around you better off because you were there today.

And as I think about that question, I guess at the end of my life, what I hope my legacy would be is that the people that I interacted with. We're better off for having that interaction with that And there's a spectrum of that. And it can be sometimes in the small moments like we talked about earlier, or for those who are closer or who I've spent more time with that it was meaningful to them or impacted them in a positive way in the day I take my last breath.

Bill Tierney: I think that that is what a wonder. That's what I'll be asking myself. And whether or not I'll be feeling comfortable passing on. 

Dana Williams: I love that you even talked about earlier, before we started recording, you talked about driving your daughter to school and how you're getting to have a 30 minute talk with her, which you normally wouldn't get if you had been in your other house, but you were displaced because of the floods.

I mean, who knew that you would get 30 minutes with that particular daughter right now? And there's all kinds of lessons she's getting with you in the car. [00:34:10] So it's looking at those opportunities through, all this uncertainty, I think is really cool. Well, Bill, you have dropped a lot of great, great comments today.

I mean, from the garden that you've talked about to the small moments, to being able to listen and make a difference with your people and make sure that they have grace, and , their best wellbeing place and knowing when they're not, I mean, those were some great lessons. So how do you dominate your day?

Dana Williams:  you have a lot coming at you each day? So how do you run your day? What are your tips?

Bill Tierney:  well just being vulnerable and open. I get dominated a  lot at home. I don't want to kid people about that. I think by a new thing, it goes back to. What matters? Well, you just asked, I think legacy question at the end of the day, dominating my day would be, Hey, having a good day, having a good day would be feeling at the end of the day that I had a positive impact on other people. And not every day, I feel that way. And I don't think everyone does, especially as leaders. I think leaders have a lot of vulnerability they don't talk about, Hey, did I make a difference to them? Or because of what you're measuring say, Hey, you may have listened to eight different people, share their challenges.  And that, that did make a difference. Those small moments may make a difference. So as far as dominating the day goes, it's a daily journey and struggle like everyone else out there. And I do try to wake up and be intentional about being able to answer that question at the end of the day in a positive way, whether that's My family or with the people I work with. And it's a year’s of failing in that or trying to be better. That kind of leads me to the next step of, Hey, okay. I'm exhausted. Whatever. I may not have time for this, but I'm going to make time for it because that's in line with my goals and objectives. And so dominates a strong word. I say. To do that, by being able to answer the question at the end of the day, that  the interactions with me were positive for other people. And that's the main thing.

Dana Williams: I love that fact that sometimes it's goal season, right? People are  focusing  on their goals right now. And some 90% of people probably won't adhere to them  by the end of this month. And that's because we, we don't look at goals like a mission. We look at them like a to do list, and I love the fact that your goals are your outcome. Your goal of just making sure at the end of the day, instead of an action, it's like at the end of the day you had this kind of outcome. So I love that. 

Bill Tierney: it's funny you say that Dana, the other day, it must have been new year's day.And my, my youngest out in the stroller pushing her around and I haven't seen more joggers at that time of the day in a long time and it hit me. That's new year's resolution. Mine needs to be to get on the Peloton probably a little more often. And you know, you know this better than anyone else. We're all, we're all on a journey all through that.

And I think it's about it. To be better than I was yesterday. And that's the measuring stick, not perfection. 

Dana Williams: You have  amazing comments, Bill. As usual,  I'm so glad to get to share you with the world and all the impact you've made on me as a leader and those that you continue to commit to and help. And, I'm seeing your prizes at the end of your life because of what you've done. And I know you're not looking for that, but I think you are living in your true self and, and humbled self. So thank you for doing that and thank you for sharing. Thanks.

Bill Tierney: for everything you're doing. I, you know, I'm your biggest fan in the audience.  I know it's transformational. I know what you do is transformational. I know you have different guests on. And that does make a difference in people's lives and their daily lives and work and just being better human beings. So it's always spending time with you. 

Dana Williams: If people want to get a hold of you, is it best for them to follow you on LinkedIn or what, what would you recommend? You want to search for Bill Tierney? Southwest Airlines. 

Bill Tierney: That's  great. Well, thank you. And go take care of all those girls, those women at home. I know that's your next job. I'll do my best.