Originally Posted by APC225

And therein lies the problem. The captain charm school talking about hats or, in my case, why we shouldn't be calling in sick, shows what their primarily concern is--superficialities--when the real problem is how poorly and unprofessionally they're running the largest airline in the world. Seeing how many people they can cut from each box on the organizational diagram to barely scrape by is the problem. Not hats. Not sick calls. Not refusing aircraft. NOT PILOTS. If they built a truly world-class company, sparing no expense for a working CCS, a full-up staffed crew scheduling, and in-house maintenance given all the people and the tools necessary to remove an MEL when it touches a hub, THEN I would bet you'd see a lot more people wearing their hats. Funny how it works that way. You can't reverse engineer organizational professionalism. It starts at the top with their character, their vision, their purpose, and permeates the organization from within. When they're having meetings on hats, sick calls, and buttoned jackets, they're pinning the blame not finding a solution. When their purpose is stock value and bonuses, then they should happy with what they're getting. When their purpose becomes a personal pride in being part of a well-run, customer-respected, safety and employee-centered, life-long career place to work, then they might expect similar buy in from their employees.

Thanks for that peek behind the curtain. This is not shooting the messenger, just a comment on that observed data point.

Originally Posted by Sunvox

Customer surveys show conclusively that our customers, especially the premium customers, prefer the sharp dressed look of Barney Five rather than the cool casual attire of Sheriff Andy.

Originally Posted by APC225

And therein lies the problem. The captain charm school talking about hats or, in my case, why we shouldn't be calling in sick, shows what their primarily concern is--superficialities--when the real problem is how poorly and unprofessionally they're running the largest airline in the world. Seeing how many people they can cut from each box on the organizational diagram to barely scrape by is the problem. Not hats. Not sick calls. Not refusing aircraft. NOT PILOTS. If they built a truly world-class company, sparing no expense for a working CCS, a full-up staffed crew scheduling, and in-house maintenance given all the people and the tools necessary to remove an MEL when it touches a hub, THEN I would bet you'd see a lot more people wearing their hats. Funny how it works that way. You can't reverse engineer organizational professionalism. It starts at the top with their character, their vision, their purpose, and permeates the organization from within. When they're having meetings on hats, sick calls, and buttoned jackets, they're pinning the blame not finding a solution. When their purpose is stock value and bonuses, then they should happy with what they're getting. When their purpose becomes a personal pride in being part of a well-run, customer-respected, safety and employee-centered, life-long career place to work, then they might expect similar buy in from their employees.

Thanks for that peek behind the curtain. This is not shooting the messenger, just a comment on that observed data point.

Originally Posted by pilot64golfer

Joe, some of us are going for the Tom Cruise "Top Gun" look.

Originally Posted by 130drvr

I prefer Iceman, the later years....

ICEMAN - The Later Years from NiNo

Originally Posted by APC225

And therein lies the problem. The captain charm school talking about hats or, in my case, why we shouldn't be calling in sick, shows what their primarily concern is--superficialities--when the real problem is how poorly and unprofessionally they're running the largest airline in the world. Seeing how many people they can cut from each box on the organizational diagram to barely scrape by is the problem. Not hats. Not sick calls. Not refusing aircraft. NOT PILOTS. If they built a truly world-class company, sparing no expense for a working CCS, a full-up staffed crew scheduling, and in-house maintenance given all the people and the tools necessary to remove an MEL when it touches a hub, THEN I would bet you'd see a lot more people wearing their hats. Funny how it works that way. You can't reverse engineer organizational professionalism. It starts at the top with their character, their vision, their purpose, and permeates the organization from within. When they're having meetings on hats, sick calls, and buttoned jackets, they're pinning the blame not finding a solution. When their purpose is stock value and bonuses, then they should happy with what they're getting. When their purpose becomes a personal pride in being part of a well-run, customer-respected, safety and employee-centered, life-long career place to work, then they might expect similar buy in from their employees.

Thanks for that peek behind the curtain. This is not shooting the messenger, just a comment on that observed data point.