I sent the following email to Brad Mahoney on 9 May, 2007, with copies to several MEC members:

Brad,

I have read your letter to union members titled "I Am So Proud....," and I would like to contribute a few comments that I think are important:

You stated: "After much study, last year ICAO voted to adopt a new worldwide standard of age 65 for commercial airline pilots."

As you know, I have been making the case for many years that the Age 60 rule not only should but would change for two reasons, neither of which are addressed in your letter:

Reason 1: Economic. In the face of a significant increase in human longevity, "social systems" around the world can no longer remain solvent if people are not permitted the option to work longer. Canada and Germany are, for instance, raising their mandatory retirement ages (67 the case of Germany) in order to account for this increase. While some pilots have focused on their immediate financial needs (driven by pension terminations) in calling for elimination of the Age 60 rule, "economics" is one of the primary forces driving the world standard. ALPA has long been advised that a change to the Rule was inevitable and that it would be in the best interest of pilots to adapt sooner rather than later. It has had more than enough time to react, but it chose to resist.

Reason 2: Principle. The world standard is also changing because the Age 60 rule is now viewed as a totally unjustifiable act of age discrimination. The international community followed the example of the U.S. on Age 60 for many years because our country used to project the principles desired by the rest of the world. ALPA's "safety" argument was very influential. Now, it is universally recognized that ALPA's claim was a straight-out fabrication. As noted in other publications and stated publicly by John Prater, ALPA is now losing credibility with its long-time legislative supporters because of its incredible stand on Age 60.

I am struck by the fact that FedEx ALPA officials never seem to address these two strategic matters, at least, that I have seen. In fact, most arguments put out there by pilots on both sides of the issue have nothing to do with either economic or philosophical principles. They seem to only address the immediate financial interests of the person putting them forth. To me, this fits the definition of greed, and both sides are guilty.

ALPA's failure to put forth a cogent, principle-based argument has finally caught up with it, just as a lack of principle has caught up with other unions. The Labor movement lost another 360,000 members last year and union membership is now down to 7.4% of the private sector, the lowest level in recorded modern history. One reason is that people consider union leaders more corrupt and unreliable than the corrupt and unreliable executives for whom they work. In my opinion, it is time for this to change.

If I could suggest anything right now, it would be that all of us quit blaming management and others for our problems, whether it be bankruptcies, pension terminations, Age 60, or trip quality. We are to blame for not being united enough to make a stand on virtually any issue. Even at FedEx, we are essentially dependent upon management benevolence to get our way (check out trip and line quality...need I say more?). Not until we reconcile our internal differences will we be able to stop the decline. To do this we must accept responsibility for our actions and develop a set of principles under which to operate. Those principles must be backed up by financial incentives that unite rather than divide us. Here are three requirements:

1. The "seniority system" can no longer be used to justify wide ranges in compensation and working conditions among similarly-skilled pilots. Such differentials create too much competition among pilots for the "senior" positions. This is why the junior pilots want the senior pilots out at age 60, no doubt about it, and it creates other such havoc among us as well. We need a new paradigm--a new system--to ensure that everyone feels fairly treated and their talents appreciated. The goal must be that everyone flies decent trips, not just the senior pilots. Otherwise, we will all be flying indecent trips. This change needs to happen yesterday.

2. Agency Shop, as we know it, must go. Once touted as a "union security" policy that protected unions against "freeloaders," Agency Shop is now viewed as a "job protection plan" that shields less than competent union officials from accountability. Not until there is an effective "economic feedback loop" wherein union members can truly vote with their feet and pocketbooks will leadership improve to the point of being able to compete with capable corporate executives. If you want good participation and solidarity, you must provide a good product. We have a very defective product--we are dog-eat-dog, every-man-for-himself profession (not just ALPA) in which no principle-based leadership or followership has been cultivated.

3. The LEC system of "leadership" must be discarded. Currently, all initiative for change must start at the LEC level, regardless of the complexity of the matter. This makes the rank and file responsible for most decisions. This would be similar to executives at Toyota sitting around a table waiting for the assembly line workers to come up with a global tax policy. Realistically, strategic thinking does not occur at that level. ALPA must create an office of strategic thinking and planning where complex decisions are made on the basis of pre-determined principles, then presented intelligently to the rank-and-file.

In my opinion, until changes such as these are acknowledged as necessary, ALPA will continue to damage our profession and not be worthy of membership. If FedEx ALPA officials continue to ignore advice simply because it comes from non-members, it will be a continuation of the union-only "mentality" that has driven Labor into near submission. No rational organization ignores good, principled advice from qualified people, regardless of their state of affiliation.

As you also know, prior to resigning from ALPA, I made technical suggestions on how to change Age 60 while, at the same time, minimizing or, even, eliminating the negative impact on "junior" pilots. I never heard a word back from FedEx ALPA on this. Fortunately, some officials at the national level are now listening so there is a small glimmer of hope, but it is very small at this point. If you are interested in pondering solutions to our strategic problems, I suggest that you re-read my article, "Learning to Compete Wisely, a Primer in Creating Natural Unity." I have attached a copy for your review along with one other tactical document.

By the way, Age 60 is not a strategic problem. It is a symptom of a strategic problem. ALPA has far greater things to worry about than Age 60.

Sincerely,

Bob

Bob Lavender

attachments: "Learning to Compete Wisely...." and "The Anatomy of an Irresolvable Dilemma"