Speaking of management teams that simply don’t get it. Guess who? Thanks to a number of our United employee readers who felt compelled to send me a copy of this — from yesterday’s missive to United employees — following my last missive.  I can’t imagine why.

“Hi, it’s Glenn and it’s Wednesday, June 4, and I’m calling from Chicago to continue our communication of the actions necessary for us to successfully compete in an industry challenged by record high fuel prices and a softening economy.



As I mentioned in last week’s call, we are leveraging our discipline on capacity, taking aggressive action to put our aircraft where they have the best opportunity to earn a profit and addressing the need to size our business to the changing market. We are focused on reducing costs and improving revenue, both through fare and fee increases and by developing new sources of income.

Today we are announcing additional steps that reflect our commitment to and confidence in our action plan, setting us on a path to profitability and in line with the expectations the market has set for the industry overall.



Together with our solid platform of financial flexibility, built on a competitive cash balance, our significant unencumbered assets and the fact that we have no aircraft on order, these additional steps will enable us to compete more effectively – and ultimately more profitably – in this environment.”

Yeah boy. If I hear “leveraging our discipline on capacity” one more time….

To all of you with a good grasp of reality, I suggest you compare this to the verbiage in today’s Continental letter to employees, which was concise, clear, and pulled no stupid “corporate speak” punches.

<shaking my head>

Ticker: (Nasdaq:UAUA), (NYSE:CAL)