Do_it_for_Dave
Member
- Nov 20, 2002
- 78
- 0
This is a critical time to support this management team. Internal labor friction must stop immediately. We must join forces to fight the competition. We can win as a cohesive team. Don't allow your labor leaders to lead you astray.
The below comments are must reading for every employee.
There is an institutional flaw in the union hierarchy at the big network airlines. Union leadership is politicized in the sense that the only way to maintain power is to cater to the whim of the membership. Local union leaders are elected to leadership posts because they are anti-management. In other words, they get elected because they position themselves as providers of the truth, which implies that management is lying. In fact, they tell the membership that management is lying. The unions also tend to hire advisors that tell them what they want to hear, which typically is lousy advice. Management at United was required (at the board level) to communicate through the union leadership and this helps explain why the employees were so ill informed.
Blunt, honest, and direct communications with the front-line employees is the only way to get them to understand the competitive realities of the marketplace. They need to understand the value of the paths the company can take.
National union leaders will not provide a balanced understanding of the consequences of taking certain paths because they have a different perspective and agenda than that of the average employee. It is the average employee who must understand the value of each path, and they in turn will elect officials that best represent their interests. It is management's job to articulate the value and consequences of the paths in language the employee can understand. This requires clear and open communications and direct involvement with the employees. It also requires resources and hands on leadership from the CEO.
Airlines in trouble today are the airlines that gave up on the employees. They never spent the money or effort required to keep the employees in the loop. Once out of the loop, the employees turned on management because they followed the lead of the union leaders - who got elected based on their
anti-management rhetoric.
There is a window of opportunity to fix the legacy airlines. It will only be open during the expansion phase of the economic recovery underway. Earnings estimates over the next few years suggest that the airlines will make slim profits during the good times but will not be able to cover costs or fix the balance sheet over the full cycle. If management and labor do not get the economic house in order during the upside of the cycle, a bankruptcy judge will help them sort it out during the next downturn.
The below comments are must reading for every employee.
There is an institutional flaw in the union hierarchy at the big network airlines. Union leadership is politicized in the sense that the only way to maintain power is to cater to the whim of the membership. Local union leaders are elected to leadership posts because they are anti-management. In other words, they get elected because they position themselves as providers of the truth, which implies that management is lying. In fact, they tell the membership that management is lying. The unions also tend to hire advisors that tell them what they want to hear, which typically is lousy advice. Management at United was required (at the board level) to communicate through the union leadership and this helps explain why the employees were so ill informed.
Blunt, honest, and direct communications with the front-line employees is the only way to get them to understand the competitive realities of the marketplace. They need to understand the value of the paths the company can take.
National union leaders will not provide a balanced understanding of the consequences of taking certain paths because they have a different perspective and agenda than that of the average employee. It is the average employee who must understand the value of each path, and they in turn will elect officials that best represent their interests. It is management's job to articulate the value and consequences of the paths in language the employee can understand. This requires clear and open communications and direct involvement with the employees. It also requires resources and hands on leadership from the CEO.
Airlines in trouble today are the airlines that gave up on the employees. They never spent the money or effort required to keep the employees in the loop. Once out of the loop, the employees turned on management because they followed the lead of the union leaders - who got elected based on their
anti-management rhetoric.
There is a window of opportunity to fix the legacy airlines. It will only be open during the expansion phase of the economic recovery underway. Earnings estimates over the next few years suggest that the airlines will make slim profits during the good times but will not be able to cover costs or fix the balance sheet over the full cycle. If management and labor do not get the economic house in order during the upside of the cycle, a bankruptcy judge will help them sort it out during the next downturn.