Scott Kirby ’89 grew one of the world’s largest airlines by doing something many leaders struggle with: changing his mind.

“When the facts change, I change.”

From anticipating the impact of COVID before most experts to making bold bets when others pulled back, Kirby shares why adaptability, curiosity and a willingness to challenge assumptions are essential leadership traits.

1. Lead with Vision, Not Just Management
   Management ensures compliance; leadership inspires people to believe in a shared destination.
2. Practice “No Excuses”
   Whether or not a setback is fair or your fault, take responsibility for addressing it.
3. Build a Complementary Team
   Bring in people whose strengths offset your weaknesses.
4. Look for Intellectual Creativity.
   Seek people who can simplify complex situations and find better ways to do things.
5. Change Your Mind When the Facts Change
   Don’t cling to an old position just because you’ve already committed to it.
6. Take Calculated Risks — and Plan Your Off-ramps.
   Pursue opportunities when the potential reward outweighs the risk, while preparing alternatives if things go wrong.
7. Keep Learning
   Reading across subjects and viewpoints can help you connect ideas others may miss.
8. Make Space to Think
   Protect time for reflection and decision-making instead of filling every day with meetings.
9. Listen to Understand, Not Just to Agree.
   Invite input, especially from more junior people, and make sure the team feels heard — even when you choose a different path.
10. Stay Open to Unexpected Opportunities, Love Your Work
    A rigid career plan can make you miss a path you might find more meaningful.

00:00:00 — Introduction: Scott Kirby and the “no excuses” principle
00:01:18 — Arriving at the U.S. Air Force Academy and aspiring to become a fighter pilot
00:03:13 — Childhood, family and the opportunities that shaped Kirby
00:06:40 — Leadership versus management — and building a shared vision at United
00:10:24 — Choosing a complementary executive team and practicing “no excuses”
00:15:05 — Accountability, empathy and doing the right thing
00:18:18 — Changing course when facts shift: lessons from COVID and other crises
00:22:14 — Calculated risk, off-ramps and United’s pandemic-era aircraft orders
00:26:35 — Reading widely, connecting ideas and questioning experts
00:33:11 — Applying lessons from books to suppliers and company culture
00:37:37 — United’s next vision: using technology and AI to reduce travel stress
00:43:23 — Career advice, family life and making time for what matters
00:47:06 — Listening, inviting dissent and closing remarks

Scott Kirby ’89 is CEO of United Airlines and a longtime leader in the commercial aviation industry. He joined United in 2016 as president and was named CEO in 2020. Before joining United, Kirby served as president of American Airlines and US Airways and held leadership positions at America West Airlines. He began his career at the Pentagon after graduating from the U.S. Air Force Academy with degrees in computer science and operations research and later earned a master’s degree in operations research from George Washington University.

Throughout his career, Kirby has developed a leadership approach grounded in analytical thinking, accountability, adaptability and trust. He credits the U.S. Air Force Academy with instilling discipline and a “no excuses” mindset that continues to shape how he leads, while his early work alongside experienced economists at the Pentagon helped develop the problem-solving approach he carried into aviation. As United’s CEO, Kirby emphasizes listening to employees closest to the work, building teams with complementary strengths and creating an organization its employees are proud to represent.