In October 2004, Elizabeth Bryant, director of Leadership and Development at Southwest Airlines Co. (Southwest), sat across from her boss, prepared to resign. “Jeff,” she started, “I need you to know where I am right now.” Two months after the delivery of her second child, Bryant—who loved her workplace—was exhausted, battling postpartum depression, out of sick leave, and unable to continue working at full capacity. Fast forward 20 years, and not only was Bryant still with the company, but she’d also been promoted to senior vice president of People, Learning, and Development and was “chief people officer.” What changed? This field-based case is about organizational culture, presented through Bryant’s story—from her early days at Southwest under the mentorship of Colleen Barrett to her latter days as torchbearer for the strong and supportive culture Barrett established decades before. Students will learn the components of culture, the process through which it’s formed, how it influences people, and how it’s sustained through everyday leadership practices. And while several cases have already been written about the culture, history, and operations of Southwest, this case uniquely focuses on not only what culture is and where it comes from but also what it’s like to experience it as an employee.