SoBeFlyer
Member User
- Joined
- Apr 21, 2004
- Posts
- 55
Recently forwarded for information to DAL Flight Attendants, and written by Mike Stark - a mid-career, Delta 767 Captain and independent financial advisor has written several essays of interest to all Delta employees.
Dear All,
All truth passes through three stages.
First, it is ridiculed.
Second, it is violently opposed.
Third, it is accepted as being self-evident.
-- Arthur Schopenhauer (1788-1860)
Sometimes a leader needs to say, "We made a mistake. Now let's fix it."
Those simple words can go along way towards healing.
Having followed our plight closely since 9/11, I now ask, how is it
possible we don't have a deal yet? It felt like we were finally getting
close. Why chance alienating the entire pilot group when the pump was
finally primed for action? Folks who I've watched remain calm over the
past three years were truly upset and disappointed by the latest turn of
the screw.
How many family's lives do we continue to adversely affect with each day
that passes?
Everything written in this space has been to help provide information to
those who refuse to believe Delta Air Lines could fail or file for
Chapter 11 protection. And in particular, many of the good people we
serve as clients have appreciated a balanced voice on their behalf.
Again, I am not pro-ALPA. I am not pro-management. I am pro-Delta like
most of us.
_____________________________________________________________
What Happened Last Week?
If Flip Wilson were still alive today he might suggest, "the devil made
me do it".
Last week we all witnessed a crescendo of frustration by both ALPA and
the company. Captain John Malone's letter to the pilots was strewn with
anger from beginning to end and rightfully so. The company was suddenly
piling on, thereby derailing the fragile process of good faith efforts.
The response from management was equally pained with pent up frustration
as Captain Joe Kolshak's memo tried to soften the angst with some quick
damage control.
You can couch this any number of ways and point fingers at different
folks, but the truth is, ALPA and those in positions of power - have
squandered the opportunity of time. There is no one else to blame
except ourselves. We rolled the dice and lost. It's gotten worse, not
better -- with the high price of fuel, decreasing yields, tougher
competition, and greater cash outlays than anticipated.
Between January of 2002 and January of 2004, the pilots and the company
had ample opportunities to reach an agreement and enable us to remain a
serious competitor. The concessions would have been less, bankruptcy
wouldn't be an issue, and we would have been focusing on our customers
and the competitive marketplace vs. infighting on the inside. But there
is no sense in dwelling on the past. We must look forward to solve our
issues.
Now the pain will be greater or suffer the dire consequences of even
higher concessions in bankruptcy - on the order of $1.2 billion+ -- if
the industry analysts' assessments are close and United, USAir and AMR
are any indicator. Like Evita; the creditors, investment bankers,
lawyers, and debtors-in-possession will cry not - for the pilots. Nor
will Congress, the White House, or most American households.
The Tipping Point
We are at the tipping point. We lose if we file Chapter 11. Every one
of us. Not because of events and issues we didn't see coming. We will
be losers because we waited so long to take positive action - choosing
instead to play the usual, age-old politics of labor vs. management
while Atlanta was burning - for the 2nd time in its history.
Neither side should expect to get everything they want. Otherwise, we
lose far more of the intangibles - spirit, dedication, camaraderie,
respect, and determination. What have we learned from United, USAir,
American, Eastern, Braniff, TWA, and PanAm and 150 others who have
tanked since Southwest started flying in 1971? Nothing? Anything?
Our competitors love the fact we can't get our act together. Every week
that passes provides the opportunity to get the noses of their aircraft
a little further under the tent. At a time when we should be motivated
to work together against our competitors, we are competing against
ourselves -- and stumbling miserably.
Our cash position is precarious and dwindling. We now cannot weather
another terrorist attack, higher oil prices, increasing competition, or
a downturn in the business cycle. We need deals with everyone and we
need them yesterday. The pilots' contribution remains the biggest
chunk. Others must join the effort but the pilots clearly should lead
the way. The right stuff means little if we can't do it when needed
most.
Clarity
We need clarity and definitive leadership from Jerry and ALPA and we
need it now.
Jerry came to us and said point blank, "I'm your last, best hope." Guys
like myself have laid it on the line and supported Jerry's position in
the hopes of getting a deal sooner than later. Now we discover some of
the company's shenanigans at the bargaining table and look like fools
for trying to afford Jerry the trust and support he needed.
The company must stop the perceived gamesmanship. I realize they hired
a tough negotiating firm and you can't fault them for that - but maybe
it was a mistake in this environment. Maybe we just needed Jerry
himself to make the calls, re-build the trust, and follow his gut
instincts with some help on the inside from folks who understand the
airline business and the pilots.
In the same breath, ALPA has to be straight forward with the pilots
about what's required to survive -- in terms of both dollars and bodies.
Are we negotiating the whole contract or just trying to concede the cash
to avoid a crisis? Are we truly trying to get a deal done or not?
No more games. No more posturing. No more rice bowls. No more egos.
No more slick negotiating tactics. No more psychological warfare. We
understand the problem.
The company is killing every ounce of trust and hope that remains among
the pilots - at every level. And the rest of the employees are feeling
heavy, increasing stress from the day to day uncertainty. Who here
thinks this is healthy for company morale?
It's unconscionable that we are willing to accept the destruction of our
proud culture - 75 years in the making. Long term success comes from
companies with a shared set of values, customs, and beliefs that have
been nurtured since the company was founded.
An Honest Broker
Delta's pilots can handle adversity if dealing with an honest broker.
They are a resourceful group of scrappy survivors - many of whom have
faced much greater life threatening challenges in military service to
their country (and spouses). They do the right thing when needed. In
fact, that's precisely why they were hired in the first place.
(Continued)
Dear All,
All truth passes through three stages.
First, it is ridiculed.
Second, it is violently opposed.
Third, it is accepted as being self-evident.
-- Arthur Schopenhauer (1788-1860)
Sometimes a leader needs to say, "We made a mistake. Now let's fix it."
Those simple words can go along way towards healing.
Having followed our plight closely since 9/11, I now ask, how is it
possible we don't have a deal yet? It felt like we were finally getting
close. Why chance alienating the entire pilot group when the pump was
finally primed for action? Folks who I've watched remain calm over the
past three years were truly upset and disappointed by the latest turn of
the screw.
How many family's lives do we continue to adversely affect with each day
that passes?
Everything written in this space has been to help provide information to
those who refuse to believe Delta Air Lines could fail or file for
Chapter 11 protection. And in particular, many of the good people we
serve as clients have appreciated a balanced voice on their behalf.
Again, I am not pro-ALPA. I am not pro-management. I am pro-Delta like
most of us.
_____________________________________________________________
What Happened Last Week?
If Flip Wilson were still alive today he might suggest, "the devil made
me do it".
Last week we all witnessed a crescendo of frustration by both ALPA and
the company. Captain John Malone's letter to the pilots was strewn with
anger from beginning to end and rightfully so. The company was suddenly
piling on, thereby derailing the fragile process of good faith efforts.
The response from management was equally pained with pent up frustration
as Captain Joe Kolshak's memo tried to soften the angst with some quick
damage control.
You can couch this any number of ways and point fingers at different
folks, but the truth is, ALPA and those in positions of power - have
squandered the opportunity of time. There is no one else to blame
except ourselves. We rolled the dice and lost. It's gotten worse, not
better -- with the high price of fuel, decreasing yields, tougher
competition, and greater cash outlays than anticipated.
Between January of 2002 and January of 2004, the pilots and the company
had ample opportunities to reach an agreement and enable us to remain a
serious competitor. The concessions would have been less, bankruptcy
wouldn't be an issue, and we would have been focusing on our customers
and the competitive marketplace vs. infighting on the inside. But there
is no sense in dwelling on the past. We must look forward to solve our
issues.
Now the pain will be greater or suffer the dire consequences of even
higher concessions in bankruptcy - on the order of $1.2 billion+ -- if
the industry analysts' assessments are close and United, USAir and AMR
are any indicator. Like Evita; the creditors, investment bankers,
lawyers, and debtors-in-possession will cry not - for the pilots. Nor
will Congress, the White House, or most American households.
The Tipping Point
We are at the tipping point. We lose if we file Chapter 11. Every one
of us. Not because of events and issues we didn't see coming. We will
be losers because we waited so long to take positive action - choosing
instead to play the usual, age-old politics of labor vs. management
while Atlanta was burning - for the 2nd time in its history.
Neither side should expect to get everything they want. Otherwise, we
lose far more of the intangibles - spirit, dedication, camaraderie,
respect, and determination. What have we learned from United, USAir,
American, Eastern, Braniff, TWA, and PanAm and 150 others who have
tanked since Southwest started flying in 1971? Nothing? Anything?
Our competitors love the fact we can't get our act together. Every week
that passes provides the opportunity to get the noses of their aircraft
a little further under the tent. At a time when we should be motivated
to work together against our competitors, we are competing against
ourselves -- and stumbling miserably.
Our cash position is precarious and dwindling. We now cannot weather
another terrorist attack, higher oil prices, increasing competition, or
a downturn in the business cycle. We need deals with everyone and we
need them yesterday. The pilots' contribution remains the biggest
chunk. Others must join the effort but the pilots clearly should lead
the way. The right stuff means little if we can't do it when needed
most.
Clarity
We need clarity and definitive leadership from Jerry and ALPA and we
need it now.
Jerry came to us and said point blank, "I'm your last, best hope." Guys
like myself have laid it on the line and supported Jerry's position in
the hopes of getting a deal sooner than later. Now we discover some of
the company's shenanigans at the bargaining table and look like fools
for trying to afford Jerry the trust and support he needed.
The company must stop the perceived gamesmanship. I realize they hired
a tough negotiating firm and you can't fault them for that - but maybe
it was a mistake in this environment. Maybe we just needed Jerry
himself to make the calls, re-build the trust, and follow his gut
instincts with some help on the inside from folks who understand the
airline business and the pilots.
In the same breath, ALPA has to be straight forward with the pilots
about what's required to survive -- in terms of both dollars and bodies.
Are we negotiating the whole contract or just trying to concede the cash
to avoid a crisis? Are we truly trying to get a deal done or not?
No more games. No more posturing. No more rice bowls. No more egos.
No more slick negotiating tactics. No more psychological warfare. We
understand the problem.
The company is killing every ounce of trust and hope that remains among
the pilots - at every level. And the rest of the employees are feeling
heavy, increasing stress from the day to day uncertainty. Who here
thinks this is healthy for company morale?
It's unconscionable that we are willing to accept the destruction of our
proud culture - 75 years in the making. Long term success comes from
companies with a shared set of values, customs, and beliefs that have
been nurtured since the company was founded.
An Honest Broker
Delta's pilots can handle adversity if dealing with an honest broker.
They are a resourceful group of scrappy survivors - many of whom have
faced much greater life threatening challenges in military service to
their country (and spouses). They do the right thing when needed. In
fact, that's precisely why they were hired in the first place.
(Continued)
