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Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

It was in fact the ordinary nature of everything preceding the event that prevented me from truly believing it had happened, absorbing it, incorporating it, getting past it. I recognize now that there was nothing unusual in this: confronted with sudden disaster we all focus on how unremarkable the circumstances were in which the unthinkable occurred, the clear blue sky from which the plane fell, the routine errand that ended on the shoulder with the car in flames, the swings where the children were playing as usual when the rattlesnake struck from the ivy. "He was on his way home from work — happy, successful, healthy — and then, gone," I read in the account of a psychiatric nurse whose husband was killed in a highway accident. In 1966 I happened to interview many people who had been living in Honolulu on the morning of December 7, 1941; without exception, these people began their accounts of Pearl Harbor by telling me what an "ordinary Sunday morning" it had been. "It was just an ordinary beautiful September day," people still say when asked to describe the morning in New York when American Airlines 11 and United Airlines 175 got flown into the World Trade towers. Even the report of the 9/11 Commission opened on this insistently premonitory and yet still dumbstruck narrative note: "Tuesday, September 11, 2001, dawned temperate and nearly cloudless in the eastern United States.

You have more baggage than United Airlines. Cross that out. You have more issues than Medusa, and that woman makes the inside of a cat lady's thoughts seem like a calming place.

lets roll -todd beamer hero of united airlines flight 93

Here, Elizabeth thought, was an answer for her strange new client. How could United Airlines make its customers happy with a below-average experience? By making the experience much, much worse, and making people voluntarily choose to endure it. This was the solution! Make the seats even narrower, the lines even longer, the competition for overhead space even more cutthroat—make it all famously bad and then tell people that they could avoid all of it and have a more or less normally below-average experience for a modest fee. Thus, if they knew beforehand that the experience would be dreadful but they didn’t pay the fee to avoid it, they would be less unhappy about the dreadful experience because, ultimately, they chose to have it. They did it to themselves. It

#NoShade, but if United Airlines were a person, it would be Mischa Barton, just real basic AF.

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Flying United, to me, is like crossing the Andes in a prison bus. There is no question in my mind that somebody like Pat Nixon personally approves every United stewardess. Nowhere in the Western world is there anything to equal the collection of self-righteous shrews who staff the “friendly skies of United.” I do everything possible to avoid that airline, often at considerable cost and personal inconvenience.

As he walked along the runway, he came upon a United Airlines pilot. “He tried to sit up,” Martz said. “I saw a huge triangular hole in his forehead and I told him to just lie still and that help was on the way, but it was too late for him.

The closest most people have ever come to understanding what an investment banker does may have been on October 24, 1995, when they heard the outrageous special interest story of the day. The wire services released the story first. It was quickly picked up and parroted by almost every major media outlet in the country as a classic example of Wall Street excess. A fifty-eight-year-old frustrated managing director from Trust Company of the West, on an airplane trip from Buenos Aires to New York City, downed an excessive number of cocktails, got out of his seat in the first-class cabin of a United Airlines flight, dropped his pants, and took a crap on the service cart. There you have it. That’s what bankers do: consume, process, and disseminate.

Delta Airlines recently proposed giving frequent flyers a controversial perk: the option of paying $5 extra to speak to a customer service agent in the United States, rather than be routed to a call center in India. Public disapproval led Delta to abandon the idea.

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But one strand of conspiratorial thinking has proven quite eerie, and that is the extraordinary number of elevens associated with the attacks. There are eleven letters in ‘New York City’, ‘The Pentagon’, ‘George W. Bush’ and ‘Afghanistan’. New York was the eleventh state admitted to the union. American Airlines Flight 11 was the first plane to hit the Twin Towers, which incidentally looked like a giant 11, with 92 people aboard; 9 + 2 = 11. United Airlines Flight 175, which struck the South Tower, was carrying 65 people; 6 + 5 = 11. Meanwhile, 11 September is the 254th day of the year (2 + 5 + 4 = 11), with 111 days remaining. Even the popular rendering of the date – 9/11 – adds up to eleven (9 + 1 + 1), as well as resembling the US emergency number, 911. Coincidence? It gets weirder. On 11 March 2004, ten coordinated explosions on four packed commuter trains killed 191 people in Madrid. Numerologists were quick to point out that the date not only contained another eleven and added up to eleven (1 + 1 + 3 + 2 + 0 + 0 + 4 = 11), as did the number of victims (1 + 9 + 1 = 11), but also that it fell exactly 911 days after 9/11.

Apply humor. Lightening up lends perspective to any situation. The following story, sent to me on the Internet, provides a good example of humor diffusing a tense situation: An irate crowd of air travelers stood in a long line at a United Airlines ticket counter after their flight had been canceled, when an angry man walked to the front of the line, threw his ticket on the counter, and yelled, “I want a first-class seat on the next flight out, now!” The harried ticket agent, brushing back a lock of hair, replied, “I'll be glad to help you, sir, as soon as I take care of the people in line.” “You want me to wait in line?“ he yelled even louder. “Do you know who I am?“ The ticket agent hesitated only a moment before picking up the microphone, turning up the PA system, and announcing to the waiting area, “Ladies and gentlemen, there is a man at gate seventeen who does not know who he is. If anyone can help him find his identity—” “Screw you, lady!” the man yelled, storming off. In a parting shot she added, “Sir, I'm afraid you'll have to wait in line for that, too.” Her humor didn't help improve his emotions, but it helped hers. And the previously irate people waiting in the line were now smiling or laughing. No one else complained.

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the Big Three own, which include America’s major airlines (American, Delta, United Continental), much of Wall Street (JPMorgan Chase, Wells Fargo, Bank of America, Citigroup) and car makers such as Ford and General Motors. Together, the Big Three are the largest single shareholder in almost 90 per cent of firms listed in the New York Stock Exchange, including Apple, Microsoft, ExxonMobil, General Electric and Coca-Cola. As for the dollar value of the Big Three’s shares, it has too many zeros to mean much. At the time of writing, BlackRock manages nearly $10 trillion in investments, Vanguard $8 trillion and State Street $4 trillion. To make sense of these numbers: they are almost exactly the same as the US national income; or the sum of the national incomes of China and Japan; or the sum of the total income of the eurozone, the UK, Australia, Canada and Switzerland.

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Between 1931 and 1946, Pan American Airways had 28 flying boats known as “Clippers,” These four radial engine aircraft were S-40’s and 42’s built in 1934, later replaced by Boeing 314 Clippers, that became the familiar symbol of the company. Following the war, Pan American Airways flew land based airliners such as the Boeing 377 Stratocruiser, developed from the C-97, Stratofreighter, and a military derivative of the B-29 Superfortress, used as a troop transport, and the DC-4 series, converted from the blueprints of the C-54 Skymaster. Both of these airliners were originally developed for the United States Army Air Corps, during World War II. On January 1950 Pan American Airways Corporation adopted the name it had been unofficially called since 1943, and formally became “Pan American World Airways, Inc.” That September Pan American bought out American Airlines’ overseas division and simultaneously placed an order for 45 DC-6Bs, replacing their DC-4’s. Throughout Pan-American was known simply as Pan-Am. The Douglas DC-6 is a four engine “Double Wasp” radial piston-powered airliner manufactured for long flights. It was built by the Douglas Aircraft Company from 1946 until 1958. More than 700 were built between those years and some are still flying today. The rugged, reliable DC-6B, was regarded as the ultimate piston-engine airliner, from the perspective of having excellent handling qualities and relatively economical operations.

A good part of the state’s assets were privatized, including electric power distribution, banks, and telecommunications. The country lacks a national currency, having shifted from the colón to the U.S. dollar in 2001. The country’s main export is people, who travel to and remain in the United States and other countries and send back remittances, which constitute one of the largest contributions to the nation’s GDP; drug money-laundering may bring in more than remittances, but nobody knows for sure. A sizable proportion of economically viable enterprises are now owned wholly or partially by multinational corporations, including the important banks, all communications (mobile phones and internet), beer, petroleum derivatives, and airlines. The country imports a lot of what it consumes, especially foodstuffs, energy, and health products, which is reflected in a chronic trade deficit that would be unsustainable were it not for remittances.

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Cuban Aircraft are Seized During the early 1960’s, Erwin Harris sought to collect $429,000 in unpaid bills from the Cuban government, for an advertising campaign promoting Cuban tourism. Holding a court order from a judge in Florida and accompanied by local sheriff’s deputies, he searched the East Coast of the United States for Cuban property. In September 1960, while Fidel was at the United Nations on an official visit, Harris found the Britannia that Castro had flown in to New York. That same day the front page of The Daily News headlined, “Cuban Airliner Seized Here.” Erwin Harris continued by seizing a C-46, which was originally owned by Cuba Aeropostal and was now owned by Cubana, as well as other cargo airplanes. He seized a Cuban Naval vessel, plus 1.2 million Cuban cigars that were brought into Tampa, Florida, by ship. In Key West, Harris also confiscated railroad cars carrying 3.5 million pounds of cooking lard destined for Havana. All of these things, excepting the Britannia, were sold at auction. Nikita S. Khrushchev, the Soviet premier, replaced the airplane that had been confiscated. On September 28th, Castro boarded the Soviet aircraft at Idlewild Airport smiling, most likely because he knew that his Britannia airplane would be returned to Cuba due to diplomatic immunity.

Had United Flight 93 taken off on schedule, instead of forty-one minutes late, and the passengers hadn’t had time to learn of the other attacks and storm the cockpit, the plane might very well have successfully continued to Washington and hit the Capitol at about the same time as American Airlines Flight 77 hit the Pentagon. “With hundreds dead and perhaps hundreds of others in burn units in hospitals, Congress would likely have been without a quorum, without a building, without the ability to function,” American Enterprise Institute scholar Norm Ornstein worried.

With little else to do I rode my Vesper motor scooter from Harbel to Roberts Field. Perhaps there might be some excitement around the airport, but no such luck. Eric Reeves the Station Master and Air Traffic Controller was in the tower and was in communications with the incoming airliner. Everything was quiet in anticipation of a Pan American Clipper's arrival. On the ground floor all was quiet except for a solitary passenger in the terminal. Apparently he was waiting for the next flight out, which wasn't due for another two hours. As I approached him, I could see that he looked familiar…. I immediately recognized him as a world class trumpet player and gravel voiced singer from New Orleans. He must have seen the look on my face and broke the ice by introducing himself as Louie Armstrong. "Hi," I answered, "I'm Hank Bracker, Captain Hank Bracker." I noticed that he was apparently alone sitting there with a mountain of belongings which obviously included musical instruments. Here was Louis Armstrong, the famous Louie Armstrong, all alone in this dusty, hot terminal, and yes he had a big white handkerchief! He volunteered that the others in his party were at the club looking for something to eat. With no one else around, we talked about New Orleans, his music and how someone named King Oliver, a person I had never heard of, was his mentor. At the time I didn't know much about Dixie Land music or the Blues, but talking to Louie Armstrong was a thrill I'll never forget. In retrospect it’s amazing to find out that you don’t know what you didn’t know. I found out that he actually lived in Queens, NY at that time, not too far from where my aunt and uncle lived. I also found out that he was the Good Will Ambassador at Large and represented the United States on a tour that included Europe and Africa, but now he was just a friendly person I had the good fortune to meet, under these most unusual circumstances. His destination was Ghana where he, his wife and his band the All Stars group were scheduled to perform a concert in the capitol city of Accra. Little did I know that the tour he was on was scheduled by Edward R. Murrow, who would later be my neighbor in Pawling, New York. Although our time together was limited, it was obvious that he had compassion for the people of the "Third World Nations," and wanted to help them. Although after our short time together, I never saw Louie again but I just know that he did. He seemed to be the type of person that could bring sunshine with him wherever he went.…

Investigations revealed that two Venezuelan nationals, Freddy Lugo and Hernán Ricardo Lozano, who had been employed by Luis Posada Carriles, planted the bombs that destroyed a Cuban airliner. The men admitted to the crime and confessed that they were acting under Luis Posada’s orders. During the ensuing investigation, explosives, weapons and a radio transmitter were discovered at Posada’s private detective agency, in Venezuela. Posada was arrested and jailed in Venezuela. Freddy Lugo and Hernán Ricardo Lozano were sentenced to 20-year prison terms. It was later learned that Posada was overheard saying, “We are going to hit a Cuban airplane and Orlando has the details.” Posada was tried and while awaiting a verdict escaped from prison once again. Apparently a sizeable bribe was paid to his guards and other authorities making it possible to buy his way out dressed as a priest. Once out he fled from Venezuela to Panama and then to the United States. It was only after his return to the United States and he was assigned to Nicaragua, as a deputy to Félix Rodríguez that his CIA connection became apparent. Félix Rodríguez was the CIA Operative who helped capture “Che” Guevara in the Bolivian highlands. After an investigation of Posada’s background by the press it became apparent that Posada was responsible for 41 bombings during the Contra conflict. By his own admission, he also planned numerous attacks against Cuba. In 1997, it was discovered that Posada was involved in a series of terrorist bombings in Cuba, with the intent of disrupting the country’s fledgling tourist industry.

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100 Air China: 22" × 16" × 8" (max: Economy, 11 pounds/Business, 2 pieces of luggage, 17 pounds each) 101 American Airlines: 22" × 14" × 9" (max: undisclosed) 102 Delta Air Lines: 22" × 14" × 9" (max: 15 pounds when flying out of Singapore Changi Airport, 22 pounds when flying out of Beijing Capital Airport and Shanghai Pudong Airport) 103 EasyJet: 22" × 17.7" × 9.8" (max: undisclosed) 104 Emirates: 22" × 15" × 8" (max: 15 pounds) 105 Quantas: 22" × 14.2" × 9" (max: 15 pounds) 106 Ryanair: 21.7" × 15.7" × 7.9" (max: 22 pounds) 107 Southwest Airlines: 24" × 16" × 10" (max: 15.4 pounds) 108 Turkish Airlines: 21.7" × 15.7" × 9" (max: 17.6 pounds) 109 United Airlines: 22" × 14" × 9" (max: undisclosed)

I have only flown one trip with Frontier Airlines. Outbound they canceled my flights which stranded me in Denver when the final destination was Atlanta. I had to buy a United Airlines ticket to get to Atlanta. I was told I would receive a full refund, but that never happened (fraud?). I purchased the same return ticket again and had a 3-4 hour delay in Atlanta while they flew in a pilot from another city to fly the plane! Expect your personal item to be checked for size on most flights – you will pay more to take it onboard if it is too big. They are at the bottom of my choice of airline for flying now.

Yogurt is good for you. And it’s just one spoon,” Sharpcot had replied, but this stack summoned a billion voices, all of them saying in a chorus, “Just one spoon.” From kids’ lunches and store shelves and desk drawers and airline meal packs, in every country of the world: Canada and the United States and Nicaragua and Uruguay and Argentina and Ireland and Burkina Faso and Russia and Papua New Guinea and New Zealand and very probably the Antarctic. Where wasn’t there disposable cutlery? Plastic spoons in endless demand, in endless supply, from factory floors where they are manufactured and packaged in boxes of 10 or 20 or 100 or 1000 or individually in clear wrap, boxed on skids and trucked to trains freighting them to port cities and onto giant container ships plying the seas to international ports to intercity transport trucks to retail delivery docks for grocery stores and retail chains, supplying restaurants and homes, consumers moving them from shelf to cart to bag to car to house, where they are stuck in the lunches of the children of polluting parents, or used once each at a birthday party to serve ice cream to four-year-olds where only some are used but who knows which? So used and unused go together in the trash, or every day one crammed into a hipster’s backpack to eat instant pudding at his software job in an open-concept walkup in a gentrified neighbourhood, or handed out from food trucks by the harbour, or set in a paper cup at a Costco table for customers to sample just one bite of this exotic new flavour, and so they go into trash bins and dumpsters and garbage trucks and finally vast landfill sites or maybe just tossed from the window of a moving car or thrown over the rail of a cruise ship to sink in the ocean deep.

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Do you like the people you might be working with? Do you share common values and mission? Does the company need the skills you possess? If you got the job, would you be able to contribute something important, over and above what another person might?

Do yourself a favor and run down the list of businesses started during depressions or economic crises. Fortune magazine (ninety days after the market crash of 1929) FedEx (oil crisis of 1973) UPS (Panic of 1907) Walt Disney Company (After eleven months of smooth operation, the twelfth was the market crash of 1929.) Hewlett-Packard (Great Depression, 1935) Charles Schwab (market crash of 1974–75) Standard Oil (Rockefeller bought out his partners in what became Standard Oil and took over in February 1865, the final year of the Civil War.) Coors (Depression of 1873) Costco (recession in the late 1970s) Revlon (Great Depression, 1932) General Motors (Panic of 1907) Procter & Gamble (Panic of 1837) United Airlines (1929) Microsoft (recession in 1973–75) LinkedIn (2002, post–dot-com bubble) For the most part, these businesses had little awareness they were in some historically significant depression. Why? Because the founders were too busy existing in the present—actually dealing with the situation at hand.

En una de sus famosas cartas a los inversores, Jeff Bezos destacó que lo que acaba con las compañías maduras es su apego poco saludable a los procesos acostumbrados. Solo hay que preguntarle a Óscar Muñoz, CEO de United Airlines, quien defendió a los empleados de la aerolínea que sacaron a un pasajero a rastras de un avión, porque «habían seguido los protocolos preestablecidos para hacer frente a ese tipo de situaciones».

Culture is critical because it influences how people act in the absence of specific directives and rules, or when those rules reach their breaking point. In a notorious example from 2017, acting at the request of United Airlines, Chicago Department of Aviation employees forcibly dragged passenger David Dao off an overbooked flight, breaking his nose, knocking out two of his teeth, and giving him a significant concussion in the process. The next morning, United CEO Oscar Munoz sent a rather perplexing e-mail to United Airlines employees.

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