© 2013 Allegiant Travel Company®. All rights reserved.
Our mission is to provide high-value, low-cost travel experiences to our customers. We do this by driving continuous innovation, structuring the organization to ensure flexibility and nimbleness, a relentless management of costs, and maintaining a crystal clear vision of who our customers are and what they value.
Our success in this mission serves our stockholders, in the form of profitability, our customers, in the form of meeting their expectations in the leisure travel space, and our employees, in the form of a rewarding and challenging work environment.
We consider Safety before anything else and above all else. Safety is the first hurdle to pass in all that we do, and only when this is fully satisfied can we then move forward to consider anything else. Safety is achieved by the thoughtful adherence to our policies and procedures, and the ownership of all employees to ensure the safety of all they see and touch. We also recognize that our language around safety plays a very important role in how we serve our customers, so in addition to ensuring all our actions and products are safe, we pay attention to what we say and what we do, and how those words and actions reflect on Allegiant in providing confidence and security to customers and employees.
We get a rush from what we do, and we play to win. Achievement, to us, shows up in passion, determination, perseverance, and the sense of urgency we feel and act on in our roles. We get inspired by where we are going tomorrow, next month, next year. We don’t take “no” or “that’ll never work” for an answer because if we had, then Allegiant would be performing just like every other airline, and we’d be just like everyone else.
We believe Achievement is contagious. When we strive to meet the high expectations we set for ourselves, others can see our passion and our determination. We recognize this inspires others to have the same attitude, so we eagerly accept the responsibility to work to inspire achievement in others. There is excitement in knowing that we and everyone we work with have a tremendous impact on a larger dream and vision, and we can see that impact every day.
We move quickly and easily left, right or upside down. We’re part of a dynamic industry which turns quickly, with fuel costs being one of the major drivers of our business. When that cost can swing dramatically overnight, we have to be just as flexible in our ability to move as well.
We understand that part of being in a growing company is that change is constant. For some people, the constant change can be somewhat unsettling, and we recognize the personal growth it often takes to learn to live comfortably in the Allegiant model. We all practice embracing change, and perhaps even more importantly, we support our fellow team members in embracing change by helping them find the benefits of change when we see or hear anyone struggle.
We do not get too comfortable with the status quo because, historically, companies that fail are often the ones that aren’t able to respond quickly enough and adapt to change. We are ever evolving. Embracing constant change is an essential part of Allegiant culture.
We innovate. We continually challenge the status quo. We differentiate ourselves, which means sometimes doing something a little unconventional, something other than what’s expected. This doesn’t mean that we do everything differently – change for change’s sake alone isn’t the standard. It means that we look at everything we do, and everything we don’t do, and we consider why. There are industry standards that make a lot of sense for us to strive for, and others that do not, and we work hard to learn the difference. We question everything, and we innovate thoughtfully and strategically.
We are not an average company, our business model is not average, and we don’t want our people to be average. We expect all employees to be innovative in how they think about their job, their team, their department and the company. Whether internally with co-workers or externally with our customers and vendors, innovation in how we look at what we do will help us take advantage of every opportunity.
Sometimes our innovation causes us to be unconventional in our solutions, because we have the freedom to think outside the box, but that’s what allows us to rise above and stay profitable in an industry and environment where others fail.
Biased for Action
We make smart, calculated decisions. We think its important for Allegiant to be bold and daring (but not reckless) in some aspects of our business. We do not want people to be afraid to take risks and make mistakes. We believe if people aren’t taking action, then making decisions doesn’t continue to develop as a company-wide strength. Over time, we want everyone to develop and improve their decision-making skills. We recognize that people may occasionally make mistakes, and we accept that as long as we learn from them and are accountable to them.
We never want to become complacent and accept the status quo just because that’s the way things have always been done. We should always be seeking opportunities and exploring new possibilities. By having the freedom to think creatively for our solutions, we approach situations and challenges with an open mind. When there is something to be done, Allegiant Team Members get it done, using the tools and resources we have. This means every one of us owns whatever we come across that needs doing, whether we do it ourselves or accept accountability for making it known to the area more appropriately responsible for it. Collectively, we get things done.
We’ve grown quickly at Allegiant, and recognize that growth means continual new additions to our jobs, departments, and the company overall. We understand that the fastest way to company success is to have 100% of Team Members all working toward common goals, so we take the time to bring in new people, educate them, and make them feel like valuable additions to our company. We’ve all been new to a job or a team, and so we treat every individual with respect for their background, knowledge, and experience. We ask and not assume, we expect extraordinary performance and we strive to make every interaction one we’d be proud to share as an example to anyone.
We will focus on celebrating our team and company successes. We will look at failures as team and company failures, not individual ones. If someone around us is struggling or failing, we will take it upon ourselves to help work toward a successful outcome, since no game is won or lost by an individual player.
Transparency & Accountability
We believe in metrics to show measureable results, and we own our results through accountability up and down. Fundamentally, we believe that openness and honesty make for the best relationships, and we value strong relationships with our coworkers, managers, direct reports, vendors, and business partners.
Metrics form the basis for transparency into what we are doing and how we are doing it. They are indicators of success or opportunity for improvement. We share these metrics to ensure team members across the company have insight, and to inspire everyone to help us achieve our company goals. Transparency is about more than a report card – its about knowledge and motivation and highlighting who we really are. It’s a key to how we grow.
We can only improve when we clearly own our results, whatever role we played individually in achieving them. Getting to our goals means taking steps to move from today’s place to tomorrow’s, so we understand and commit to taking accountability for any piece of a step along that path that we touch. Accountability isn’t about who’s fault something is or who’s responsible for a success, its about having all we do completely covered by the players involved, through every day and every outcome.
We work hard, but recognize that it is continuous improvement and deliverable results which matter. While we may be casual in our interactions with each other, we are focused and serious about the operations of our business. We believe in working hard and putting in the extra effort to get things done – and recognize that it’s the ‘getting things done’ part that ultimately means more than the path to getting there.
We believe in operational excellence and realize that there is always room for improvement in everything we do. This means that our work is never done. In order to stay profitable in an always-changing market, we need to continuously evaluate and make incremental improvements to our operations, always striving to make ourselves more efficient, always trying to figure out how to do something better. We measure and value those outcomes.
We must never lose our sense of urgency getting to deliverable results. We must never settle for “good enough.” We set and exceed our own high standards, constantly raising the bar for ourselves. We value a good day’s work, but we value even more a great, tangible outcome of that work.