Hi, this is Glenn.

I've just returned from a weekend in San Francisco, which I spent at home. And I had the opportunity, on the way out on Friday evening and then back to Chicago on Monday morning, to talk to a number of employees about the progress we're making with the company as we navigate our way through our Chapter 11 filing and continue to answer the questions relative to what this company needs to do to be a competitive company in the future.

And as I've said to all of those people that I had the opportunity to visit with during my travels, in the next few weeks, we'll all be seeing and hearing more about United's plan for transformation in the future.

We've talked with you many times, in many venues, about where we need to go, what's wrong with our profitability today, what's wrong with our competitiveness, and those things that need to be improved dramatically. And we've been sharing information with the creditors' committee and its financial advisors, discussing our thinking with the union's financial advisors as recently as an all day meeting on Friday. And throughout this process, we believe we'll arrive at the best strategy for United and United's future. As we move forward with these various discussions with all of these groups, this strategy will become the basis for our final plan for exiting Chapter 11.

However, a very important component of this process has also begun, and that's about building performance and credibility. On that topic, as I have said in the past, and I now want to make absolutely clear: No one individual, or no group, is solely responsible. We are all responsible for our performance and for our credibility as a company.

At the executive level, we are primarily responsible for the credibility and the quality of the strategy. It's our job to ensure that the court, the creditors' committee, the banks, and all of you believe in our plan -- and certainly that our customers worldwide believe in our plan and our way forward, so that we continue to merit their loyalty.

It's important that all of the constituent groups know that we have asked ourselves the tough, hard questions, conducted rigorous analysis, and challenged ourselves to ultimately convince everyone that we can put this company back on the right track.

Our leadership employees need to make decisions that are good across the business. They need to be able to analyze the impact in their own organizations and test those decisions to ensure that there are no unintended consequences in other areas of the business. And obviously, they also need to build positive relationships that help us all get the job done and restore relationships and morale.

All of our employees -- from the back office support staff to the team on the front line -- need to continue to perform at the top of their game, just as we have been doing. On-time performance, customer service, DOT measurements, Marketrak... We need to continue to focus on setting the bar for the industry in all of these areas. Anything any of us can do to reinforce to customers that we are the carrier that they should choose will ultimately make a huge difference.

Let me leave you with a personal impression that I shared with the leadership team on our Friday call. Recently I was sitting in the conference room across from my office conducting a meeting, when I happened to glance just outside the door that is always open.

There standing in front of Maryann, my executive assistant, were five young men, casually dressed. They talked to her for a few moments and then they disappeared from view.

I wrapped up the meeting and I stepped out of the conference room and I asked Maryann who the young men had been. And she said, "Well they are waiting for you just around the corner here in the lounge area."

So I stepped around the corner and there they were -- five good-looking, impressive young men -- who had come to tell me that they believe in the company, they believed in what we were trying to do to restore the credibility and performance of the company, they believed that the company was going to come back, they believed that the company needed to be united. And they wanted to let me know that they had every confidence that the company was going to be here for them when they returned. And of course that's because they had all just been advised that day that they were furloughed.

But their dedication and their commitment was such, that they wanted to come over here to encourage me to keep fighting on behalf of United, which I think is just phenomenal and representative of the spirit of this company. It's what makes this company special. It's why I believe that we have the potential to be united once again.

It's that spirit that ultimately is going to be so fundamental to our success. If we can simply consistently project that spirit to our customers, make certain that it is the attitude and spirit that defines our relationships within this company, then I think that we can truly set ourselves apart from the rest of the industry.

Those young men made my week, and they gave me the energy and the optimism to face this week. And I appreciate it, personally.

As I said, members of the senior leadership team and I will be on the road to visit with you soon, talking about all the things that I've just mentioned in this call.

Until then, keep your heads up and be united. And I'll look forward to the opportunity to see you.