But I like to think that a lot of managers and executives trying to solve problems miss the forest for the trees by forgetting to look at their people -- not at how much more they can get from their people or how they can more effectively manage their people. I think they need to look a little more closely at what it's like for their people to come to work there every day.

Do you know how much faster I can fix an airplane when I want to fix it than when I don't want to fix it?

I don't think JetBlue has a better chance of being profitable than 100 other predecessors with new airplanes, new employees, low fares, all touchy-feely ... all of them are losers. Most of these guys are smoking ragweed.

The airline business is the biggest team sport in the world. When you're all consumed with fighting among yourselves, your opponents can run over you every day.

Whether I'm at the hangar or at the airport or on an airplane, I get respect. And that's the best part of my day.

I've spent my life as an airplane mechanic, pilot, aircraft manufacturer and airline CEO who never lost a life or an airplane. I am considerate of the risk we take every time we fly. I also know we need to fly and always to improve safety.

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.