Hi, it's Glenn and it's Monday, the 7th of November, and I'm calling from Chicago.

On Friday at world headquarters, we continued the systemwide series of business updates that we began earlier this year with two separate meetings of directors from all across the company.

Our goal in these meetings was to change the conversation away from restructuring, and begin to focus our discussions on the future of our company. We talked about the strategic choices that we discussed with our board of directors and that we are making in our business. And we spoke to the detailed, analytical work we are doing to realize the potential of the company -- and, most importantly, the focus that we have on the execution of that work all across United.

These business update meetings and written communications will be companywide and they will be ongoing at United, revised on a quarterly basis to coincide with our financial results.

Everyone should understand how the company makes decisions, what our goals are and what we're going to need to do to reach those goals. Equally, we should all understand how well we perform and our results against those goals.

During Friday's meetings, Pete McDonald, John Tague, and Jake Brace and I talked about making decisions that consider and deliver value for our customers, our employees and our investors.

An analyst recently commented: "We believe that investors have underestimated United's staying power as well as the power of the franchise." My point here to the audience was that the franchise has always been with us and it shouldn't have been underestimated. And as recent events have affirmed, no one is entitled to a customer's loyalty or to a profit or a place in the market, not United or the new entrants of recent years.

Building on the work of the restructuring and the improvements made in operations, we've talked about continuing to strengthen the core of United's business. There are opportunities for improving the base business across the entire company, certainly including here at headquarters. This work will enable us to strengthen the competitive advantage that we have already established.

Pete McDonald spoke to the importance of excellence in execution to our business success -- not just in his area of responsibility in operations, but in every aspect and in every detail of every job. And, as I have said on many of our 800 calls, we ask people to talk about how well they are executing against specific initiatives that are driving business improvement.

For example, on Friday, Cathy Casseley, a director in United Services, shared her improvement advice that they have experienced in engine shop turn times at the MRO. Dan London, general manager at O'Hare, and Ken Bostock, director of Airport Operations Transformation, talked about FIT procedures and changing the way we work at the airports.

And on the customer side of the business, John Tague talked about our customer value proposition and optimizing revenue realization. He contrasted our competitors' approach in the U.S. of delivering a commodity product, with the different path and the unique path that we are taking for United.

The right choice for United, and one that differentiates us in the marketplace, is providing the products and the services that our customers want at prices that they are willing to pay. Our business travelers value premium service on transcon flights, explus on United Express and first class, business, and Economy Plus on the mainline. And Ted, of course, is taking very good care of our leisure passengers.

We have substantially lowered our costs, and we're going to continue to do more. We are continuing to improve revenue and creating revenue premium opportunity the resulting improvement drives margin improvement and profitability.

Jake grounded the conversation in our overall financial progress for the third quarter reported last week, and in our restructuring. In many cases we have achieved changes in our business considered impossible by many in the industry.

That shared experience, getting through difficult, or seemingly impossible challenges, together, gives us the confidence to take on whatever industry or external challenges there will be in the future.

We talked in the meeting about what this means for all of us at United.

I know we'll step up to the opportunity of continuously improving our business, doing fact-based work and providing a "no excuses, and personally accountable” leadership that this company needs. Those who choose not to participate on that basis, will be profoundly uncomfortable here at the new United.

Donna Brown from the People Division introduced the concepts under discussion that will be an essential part of positioning our people for success. As we said on Friday, this work may be generated by Human Resources, but it lives outside of Human Resources in the entire organization. Defining what we need to do to support our people to be successful is going to be work for all of us at United, but clear accountability for management.

The meetings on Friday -- in the simplest terms -- were about our work to build a great company. And, that's what we are going to do here at United. It is much more difficult to be motivated to come to work, simply to be mediocre.

We will be successful because of discipline, rigor, accountability and a clear understanding of what we are all working toward. Then every one of us can play a role in unlocking the value or the potential of the franchise in this great company.

When you have the occasion to attend a meeting, remember these sessions are only as good as your participation, so I ask that you take full advantage of the opportunity to do just that -- participate.

Think about the day that we exit bankruptcy as day one for United. It's not the end really of anything. It's the beginning. It's our opportunity as one company to win in the competitive marketplace.

That's all for now. I have attached a copy of the speech mentioned in NewsReal this morning that I delivered last Friday evening at the annual event for the Committee of Dulles, so that you can read it on SkyNet.

I'll be talking to you again soon. Until then, stay focused on our customers. Stay focused on one another, as one company, and stay united.