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Yahoo
19 minutes ago
- Yahoo
'Declaring an emergency': United pilot calls out mayday shortly after takeoff
A United Airlines flight was diverted shortly after departing Washington Dulles International Airport on Friday, July 25, when an engine failure caused the pilot to make a mayday call. United Flight 108 had just taken off for its journey to Munich at around 6 p.m. As the Boeing 787 was ascending to 10,000 feet, its pilot told air traffic control, "Engine failure, left engine, United 108 declaring an emergency. Mayday, mayday, mayday," according to an audio recording. Air traffic control asked the pilot if the aircraft could make its "way back into the field" by turning right. "There's nobody between you and the field," the air traffic controller said in the recording. The flight diverted back to Washington Dulles, landing safely at around 8:33 p.m., according to FlightAware. In a statement, a United Airlines spokesperson confirmed a "mechanical issue" caused the aircraft's diversion. "The plane landed safely, was checked by Airports Authority Fire and Rescue personnel then towed to a gate," Crystal Nosal, an airport spokesperson, told USA TODAY. "There was no disruption to other flights." Once the aircraft was at the gate, all 219 passengers and 11 crew members deplaned. No injuries were reported. "The flight was subsequently canceled and we arranged alternate travel arrangements to take customers to their destination as soon as possible," the airline continued. This article originally appeared on USA TODAY: United flight diverted after pilot calls out mayday
Yahoo
19 minutes ago
- Yahoo
New Mom Says Her Partner Is Mad She Told Him She Doesn't Want His Parents Around ‘All the Time'
The mom confessed that she's starting to feel 'bitter' towards her partner's parents because of how much time they have with her babyNEED TO KNOW A mother is fed up with her partner's parents demanding to see her 8-month-old baby every day In a post on Reddit, the mom explained that they were initially only supposed to babysit the infant for four hours a day during the week 'I got irritated with my partner about it and it caused a disagreement,' she saidA new mom is calling time on her partner's parents' constant need to be around her 8-month-old baby. On Monday, July 28, the mother explained on Reddit's Am I the A------ forum that her future in-laws babysit for four hours each weekday while she and her partner go to work. She said that the arrangement has remained in place even though her partner is currently off work due to an injury. Despite seeing the infant five days a week, the mom revealed her partner's parents have also insisted on seeing the baby 'every' weekend. She recently missed out on bonding time with the tot as they enforced their plan to take the baby swimming. 'By the time I pick baby up from his parents' house after work, I get baby for 1-2 hours before baby goes to bed (I work 7:30 am - 5 pm),' the original poster (OP) said. 'Weekends are the only time I get more time with her.' Never miss a story — sign up for to stay up-to-date on the best of what PEOPLE has to offer, from celebrity news to compelling human interest stories. The mother said her partner's parents want an 'excessive' amount of time with their first grandchild. Her own parents only get to see the baby once a month because of how much time her future in-laws demand. Comparing the situation to her childhood, the OP recalled seeing one set of her grandparents every few months and the other once every 3-4 weeks. 'I feel like I don't get enough time every day with my baby (and on the weekends when I'm not working) and it's honestly making me feel bitter towards them and my partner,' she said. 'They're saving us money without having to pay for daycare, which I'm grateful for,' the mom continued. 'I just don't get why they insist on seeing her on the weekends too.' 'I got irritated with my partner about it and it caused a disagreement,' she said. 'He doesn't think it's excessive or anything, but that they just want to see their grandchild, even if it means less time as a family we spend together.' Having confessed that she doesn't 'f---ing get it,' the mom asked, 'AITA [am I the a------] for not wanting them around all the time?' Responses to the post agreed with the mother that her partner's parents were being unreasonable with the amount of time they expected with her baby. Related: Several commenters argued that her partner should speak to them about it. 'Your bf [boyfriend] is really happy to not have to care for his child on weekends, so off the baby goes to his mother/father,' one person said. 'He will not say no to his parents for that reason, more than likely." 'Simply tell your future ILs [in-laws] that you really appreciate the childcare they provide during the week but that you will no longer bother them when YOU are free and not working so that you can enjoy your child to the fullest,' the same person continued. 'NTA [not the a------]Deal directly with the ILs. Your bf needs to come to grips with parenthood before you marry, though,' they added. 'Be sure that he understands that he will need to be available for his child when he is off work.' Read the original article on People Solve the daily Crossword
Forbes
21 minutes ago
- Forbes
What The Opinions-To-Questions Ratio Says About Your Culture
You can learn a lot about a team or your organization's culture by what gets said. You learn more by noticing what doesn't get asked. Most meetings are filled with strong views. People speak with clarity. Strategies get endorsed. Risks are raised. But listen closely and you'll notice what's missing: questions. Not the procedural kind—real ones. The kind that pause momentum just long enough to ask if we're solving the right thing. The opinions to questions ratio isn't a data point. It's a cultural tell. It shows how often a group reinforces what it already believes versus how often it opens space to test, stretch or reconsider. You don't need to count. Most people can feel when it's off. The mood gets heavier. Someone finally asks a question, and the silence that follows is louder than any answer. Or you see the opposite—questions asked out of habit, met with polite nods or a quick pivot. The real decisions have already been made. In those moments, what's said isn't the problem. It's what the room no longer believes it's safe or useful to say. Picture a leadership team planning a product relaunch. Marketing wants speed. Operations flags delays. Finance recalculates margin. Everyone contributes. No one asks whether the customer base has shifted. The team moves forward not because the plan is right but because no one slows it down. Or imagine a hospital team reviewing patient satisfaction. A dozen voices offer explanations. A few suggest surface fixes. But no one asks: did we actually speak with any patients? Are we solving the symptom or the cause? The meeting ends. The issue stays in the system. When a group starts skipping questions, it's rarely about time. It's about what the culture has trained people to value. What the Ratio Actually Reveals Plenty of leadership models encourage feedback, dissent or constructive tension. But those are behaviors. The ratio tells you something deeper—what kind of space the group creates for those behaviors to show up. It signals whether curiosity is welcomed. Whether challenge is useful or inconvenient. Whether disagreement means someone cares, or someone's causing trouble. Some opinions are earned. Others are recycled. Some are offered because silence is harder. Some are shaped by what worked before. Many sound useful but are just familiar phrasing dressed up to feel original. That's where this ratio becomes more than a clever metaphor. It doesn't just measure who's speaking. It reflects what the environment allows. A thoughtful question usually takes more risk than a quick agreement. And in many cultures, risk has a cost. Ratio Drift: The Cultural Slow Fade Most teams don't go from open to closed overnight. They drift. The ratio slips over time. People test the waters less. Questions get softer. Eventually they disappear. You don't spot the shift on a dashboard. You hear it in the sameness of conversation. You feel it in meetings that move fast but leave little time to ask what's missing. According to Gallup, globally, one in four employees strongly agree their opinions count at work. When people feel they've had a chance to give honest feedback, they're more than six times as likely to feel comfortable with organizational change. And that confidence has everything to do with whether inquiry is real or just performative. This isn't just about senior teams. You'll see it in all-hands meetings, team check-ins, even hallway chats. The ratio shows up wherever decisions get made and conversations are allowed to drift unchecked. Three Scenarios That Signal Drift You don't need a formula. You just need to notice what the environment tolerates. A strategic plan gets presented. Everyone contributes. Voices align. No one interrupts. No one asks: What assumptions are we carrying forward? What it reveals: Clarity is being performed. Disagreement is being avoided. What leaders can do: Introduce friction early. Ask someone outside the team to test the case. Invite contradiction not as a threat, but as a stress test. A junior staffer asks how the change affects frontline teams. There's an awkward pause. The question is skipped. The group returns to revenue models. What it reveals: Relevance is filtered by hierarchy. Voice depends on rank. What leaders can do: Acknowledge the question. Re-center the dialogue. Ask, 'Who else sees a gap here?' Let reflection be part of the rhythm, not the detour. A leader ends a presentation with 'Any questions?' but the room hears, 'We're done.' The ask is hollow. Silence follows. Everyone moves on. What it reveals: Inquiry is cosmetic. So is listening. Engagement is staged. Nothing new is expected or welcomed. What leaders can do: Shift the script. Don't end with questions. Begin with them. Make it clear that feedback shapes direction, not just decorates it. Why This Will Get Harder with AI As AI gets embedded into every process, organizations are going to generate opinions faster than ever. Smart-sounding outputs. Summaries that feel insightful. Recommendations that seem right—because they were right once. But just like prompts shape the quality of an AI's output, questions shape the quality of a team's thinking. The risk isn't just bad answers. It's the illusion of accuracy. Recycled logic repackaged as fresh insight. An opinion loop built on old inputs and unexamined bias. You can't outsource discernment. That's still the leader's job. The Real Role of Leadership The meeting doesn't need more commentary. It needs someone willing to slow the momentum and ask, 'Are we still focused on what matters?' That's the voice people pay attention to. The opinions to questions ratio doesn't live in a spreadsheet. It lives in tone, in habit, in what people feel permission to say. It's a signal of whether a culture wants to think—or just agree. Good culture isn't just built by the values you print. It's shaped by what you pause to ask.
