Anybody who has been in the workforce a few years will bond with Gordon Bethune's central message: "It's about people, and nothing but people." Who among us hasn't worked for the secretive sociopath, or the authoritarian arse? These are the creeps whose subordinates are constantly looking over their shoulders rather than at their work at hand. These were the types who created the revolving-door syndrome at Continental's corner office. Let's face it, no matter how big the company, the poop invariably filters down to the rocky bottom, which was exactly where Continental was. It even had employees yanking company insignia off their uniforms before leaving work. Enter Bethune. His solution was simple. Burn the company s.o.p. manual and start over with the Golden Rule. He started to treat employees as human beings to see if they reciprocated. They did. He gave them latitude in decision-making to see if they could resolve problems on the spot. They did. He told them what was wrong, and asked for their patience and help to fix it. He got it. He gave them a timetable and, ever since, he has been meeting or beating his deadlines. Finally, he rewarded employees for a job well done. Mr. Bethune's account initially seems a trifle pretentious. Frank talk often does. On the other hand, he openly admits that he merely used basic horse sense with everyone he worked, eschewing "business-grad" consulting malarkey. "Suddenly," he exclaims, "our employees are running a good airline." Speaking of business grads, Bethune's wonderfully-prosaic effort is an all-the-more-reliable gauge to the real world of business in that he is a career sweathog. He learned it all in the trenches, rather than hire ivory-tower pretenders who took notes from the pressbox. Any supervisor who has wondered about high employee turnover should read this book.