Some solo travelers are being charged higher airfares. What you need to know.
Some solo travelers are being charged higher airfares. What you need to know.
Show Caption
Hide Caption
Do airlines show the same airfare rates to everyone?
Can airlines really track your flight search history to increase rates shown to you?
Some airlines are charging solo travelers higher fares, according to a recent report.
This practice is not widespread and airlines have not commented on it.
It is difficult to determine if you are being overcharged, but price prediction tools may help.
Airlines may be charging solo travelers more.
Thrifty Traveler, a well-known travel and flight deal website, exclusively reported last week that major airlines were charging more for passengers booking a single ticket.
'We stumbled upon a new pricing strategy that was not very widespread but no less troubling at the nation's three largest airlines," Kyle Potter, executive Editor of Thrifty Traveler, told USA TODAY. 'This is what they do with all of their fares, they roll things out on a limited basis and slowly expand until it becomes ubiquitous.'
Potter said he wasn't able to get any airlines to go on the record about the specifics behind their pricing policies, and that after his report published, Delta Air Lines and United Airlines eliminated solo pricing rules in their fare classes, leaving American Airlines as the only carrier that still seems to be profiting from the fare differential on some routes.
USA TODAY reached out to the airlines for comment.
Still, the report left many passengers wondering what was going on, so here's what you need to know.
Are airlines charging single travelers more?
Yes, at least sometimes. Thrifty Traveler was able to find multiple examples of airlines charging higher fares for single passengers, though it wasn't being applied evenly across airlines' networks.
"Based on our hundreds of searches, we were only seeing it on select domestic one-way flights," Potter said.
How common is it for airlines to charge extra for solo travelers?
It's not very common.
'In terms of the hit rate, it was probably in the neighborhood of five to 10 out of 100 domestic one-way searches without any real pattern for which routes they were deploying this on that we could see," Potter said
USA TODAY reached out to multiple travel agents, none of whom had seen this pricing tactic before.
"Nope," Loulu Lima, founder of the Texas-based travel agency Book Here Give Here, responded to an email asking if she was familiar with this pricing strategy. "I buy solo tickets all the time."
Still, airline pricing is famously opaque. There's no set schedule for how and when carriers adjust airfares, and the companies have wide latitude to set prices however they decide is best.
Airlines also often try to separate business travelers from leisure travelers, because business travelers are typically less price sensitive. One of the most well-known ways airlines read the travel purpose tea leaves is a weekend stay.
Business travel typically happens during the week, so an airline itinerary that spans a Saturday night is usually a good indicator that the travel is for pleasure. Airlines often offer cheaper fare buckets for trips that include a weekend between the departure and return leg.
Thrifty Traveler theorized that airlines may be trying to use solo passengers as another possible indicator of business travel.
'To many travelers, this was a real wake-up call in order to realize how far airlines are willing to go to maximize revenue," Potter said.
How to know if you're being charged more
Unfortunately, it can be hard to know if you're getting a good deal, or to compare airline prices, because of the variability in airfares.
Thrifty Traveler only discovered the solo passenger discrepancy by searching hundreds of airline itineraries. For travelers, the best bet is to rely on price prediction tools like those available on Google Flights, Expedia, Hopper and other platforms.
'You know what you're willing to spend. If you see a price point and say, 'Hey, that's not bad,' you should buy it,' Lima, the travel agent, previously told USA TODAY. 'How much of a betting person are you that it's going to be lower than what you're currently seeing and you're comfortable with that number?'
And even then, your frequent flyer mileage may vary.
Zach Wichter is a travel reporter and writes the Cruising Altitude column for USA TODAY. He is based in New York and you can reach him at zwichter@usatoday.com.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Forbes
38 minutes ago
- Forbes
The New Ethos: Where Gamesmanship Ends And Character Begins
Houston, TX, USA - February 8, 2015: Monopoly Board Game - car on Park Place with hotel Success stories are told in the language of domination—of markets, rivals, and time. But stories of grit and perseverance turn out to be half-baked. After decades of worshipping at the altar of productivity and winning at all costs, a new ethos is emerging that elevates character alongside competence for competitive advantage. The new ethos embraces a more complete view of character and challenges its misconceptions. For example, it challenges the myth that people with character operate with 'one hand tied behind their back,' or that character can't be developed, as Bill Furlong, Rob Austin, and I explain in our MIT Sloan article 'Make Leader Character Your Edge.' The new ethos requires a shift from treating business as a game to be played, based on competence alone, to one that relies on character as the foundation for competitive advantage, as captured in Table 1. Table 1 - Old Versus New Ethos The Toxic Side of the Game The metaphor of business as a game—complete with winners, losers, scoreboards, and trophies—has shaped everything from how leaders manage teams to how decisions are made in the boardroom. However, this mindset can easily spiral into toxicity. FEATURED | Frase ByForbes™ Unscramble The Anagram To Reveal The Phrase Pinpoint By Linkedin Guess The Category Queens By Linkedin Crown Each Region Crossclimb By Linkedin Unlock A Trivia Ladder When success is measured only by profits and quarterly performance, wins and losses, bad behavior is often excused, even celebrated. The casualties of a 'win-at-any-cost' mentality are well documented, from financial fraud to toxic work cultures. Think of the implosions at Enron, Theranos, or, more recently, FTX. These weren't just failures in strategy—they were failures of character, as my colleagues and I documented in our 'Leadership on Trial' research, which examined the failures of leadership revealed in the 2008 Global Financial Crisis. Treating business as a game based on competence alone created a gravitational pull that has been difficult to shift. Individual mindsets, organizational priorities and practices, and broader regulation and oversight systems have become hard-wired around it, and even justify the game. We are all complicit. When we treat what we do as a game, we justify actions as 'just part of the game', 'it's business, it's not personal,' and we become desensitized to the harm. Shifting the gravitational pull of the current system starts with an undeniable logic that will motivate and shape the transformation. The undeniable logic is that the competence-oriented gamification of business and society, relying on a cost-benefit consequentialist rationale, is failing virtually every measure. Short-termism has fueled crises like the 2008 financial collapse and scandals at Enron and Boeing, where near-term gain outweighed safety or transparency. Meanwhile, workplace burnout and mental health declines reflect how human well-being is often sacrificed for productivity, as revealed in Gallup polls and OECD reports. Environmental degradation, driven by externalizing ecological costs, is documented in IPCC reports, while the UN draws attention to income inequality that threatens economic growth and democracy. Philosophers like Michael Sandel (author of Democracy's Discontent and What Money Can't Buy) argue that market-driven reasoning undermines moral and civic values, advocating for frameworks prioritizing justice, dignity, and capability over sheer utility. Alternative approaches are imperative, with trust in capitalism eroding as revealed by the Edelman Trust Barometer. A New Ethos Based on Character To shift the gravitational pull from the consequentialist cost-benefit paradigm requires a new foundation that defines and measures success differently. Rather than relying on the logic of cost-benefit analysis to determine the merits of decisions and actions, a virtue ethics paradigm has us examining who we are first. As Forbes writer Jonathan Westover describes in his article 'Approaches to Organizational and Leadership Ethics In a Complex World,' virtue ethics focuses on the person's character, meaning that the test of sound judgment is not one anchored in costs and benefits alone, but rather a test of character. Character, anchored in virtue ethics, is one of the most ancient areas of study, dating back to Confucius, Aristotle, and Plato. There has been significant efforts in recent years including the works of Alasdair MacIntyre in 'After Virtue,' Fred Kiel, in 'Return on Character,' Martin Seligman and Christopher Peterson's research volume 'Character Strengths and Virtues,' David Brooks in 'The Road to Character,' General James Anderson and Dave Anderson's book 'Becoming a Leader of Character,' 'Cultivating Virtue in the University' by Michael Lamb, Jonathan Brant and Edward Brooks, and my books 'Developing Leadership Character' with Gerard Seijts and Jeffrey Gandz, and 'The Character Compass' with Gerard Seijts and Bill Furlong. General Stanley McChrystal's recent book, 'On Character: Choices That Define a Life,' has received considerable press. While these books have given character profile and helped people see its value, most people believe they have character covered by having 'good values.' So, what does character look like in a corporate context? It's not a glossy mission statement or a set of aspirational values. The hard work of developing character underpins the realization of aspirational values, which manifests as courage in the face of hard decisions. It's humility when leaders admit mistakes, empathy in how employees are treated, and accountability when things go wrong. Patagonia has modeled this ethos for years. Its environmental activism isn't marketing—it's identity, as Forbes contributor Doug Sundheim describes: 'Much of its success can be traced back to Chouinard's uncompromising leadership since Day One. Whereas many companies espouse a set of values only to sacrifice them under the pressure of quarterly returns, Patagonia has religiously stuck to theirs for the last half century, come what may. Quality, integrity, sustainability, and justice were never negotiable.' Unfortunately, too many people focus on the values of Patagonia, whereas the basis of the competitive advantage arises from the character of the leaders and their capacity to infuse that strength of character in others. Character is not subjective. In 'Cracking the Code: Leader Character Development for Competitive Advantage,' Corey Crossan, Bill Furlong, and I put to rest misconceptions about character. We clearly articulate what it is, how it can be assessed and developed, and how it can be embedded in an organization. In my Forbes article 'From Good to Great: 10 Ways to Elevate Your Character Quotient,' we offer 10 questions that provide a strategic assessment of what it takes to embrace character leadership fully. These foundational approaches underpin seeing and embracing character as a new ethos. A high character quotient gives individuals confidence that they know what needs to be done to embrace character as a new imperative. A low quotient suggests gaps that reveal significant blind spots. If you do not understand how imbalances of character compromise judgment, and you cannot observe and identify character imbalances in yourself or others, it is easy to fall into the trap of using cost-benefit analysis to evaluate success. You tend to overlook the dysfunctional behaviors of leaders with imbalanced character, focusing only on either selective results or some justification of their actions. A tell-tale sign is when we dismiss someone's arrogance, disrespect, and abusive behavior because we fail to see and understand that these behaviors are evidence of character imbalances that will inevitably compromise judgment. Shifting the Gravitation Pull Starts with Us Part of shifting the gravitational pull to character resides in our capacity to diagnose the strength of character in ourselves and others, identify the imbalances that compromise judgment, and actively work to mitigate them. In our workshops, once people are exposed to the leader character framework with its 11 dimensions and 62 supporting behaviors, they can start to observe and identify strengths and weaknesses in the character of others. They begin to see that the imbalance in character dimensions, such as the high drive, courage, and transcendence of Steve Jobs, coupled with low temperance and humility, compromises judgment. With that understanding, they are better equipped to move beyond a superficial assessment of leadership based on results, to one that can diagnose the strength of character that underpins judgment. There are often three profound moments in our workshops. The first is when people begin to see that character reveals itself in micro-moments and decision-making episodes, not just a general account of whether someone was successful. The second is when they grasp that observable behaviors such as being disrespectful, condescending, and arrogant are the manifestations of character imbalances that compromise judgment. Often, these were deemed a matter of style or personality. With the lens of character they are seen as the bell-weather of compromised judgment, not only in the leader who disregards insight from others, but in how the leader fosters a toxic culture that undermines judgment more broadly. The third moment is when they come to grips with the understanding that a person would never weaken a strength like courage or drive, but instead character development focuses on strengthening weakness like temperance and humility, as in the case of Jobs, to ensure strengths don't manifest as excess vices. Strengthening humility does not need to sacrifice courage. Also, unlike personality, which is a set of semi-stable traits, character can be developed, providing a great deal of inspiration and aspiration, particularly because it benefits well-being and sustained excellence, both personally and professionally. One of the tricky aspects of character is that it is easier to identify imbalances in others than in ourselves. We tend to judge ourselves on our good intentions and others on their behaviors, and suffer from a chronic over-estimation of our self-awareness. Tasha Eurich's research reveals that 85% of people believe they are self-aware, while only 10% are. To close the gap, there are assessments such as the Leader Character Insight Assessment offered through Sigma Assessment Systems and the VIA Character Strengths survey offered through VIA. In terms of developing character, Corey Crossan and I created the Virtuosity mobile app to embed the science of character and the science of habit development in technology that guides individual character development. The famous 1970 cartoon by Walt Kelly, portraying that 'we have met the enemy, and it is us,' is spot-on for character. Until we understand character, identify imbalances in ourselves and others, and actively work on developing character, we will continue to misdiagnose the factors that compromise judgment, leading to the many ills facing individuals, organizations, and society. Strengthening the individual foundations of character is necessary but insufficient, as there is a need for course correction in the broader systems embodying old ways of thinking. Cultivating Character in Organizations and Oversight If character is the new ethos, cultivating it must go beyond surface-level virtue signaling. It must be systematically and sincerely embedded into the organization's DNA. As Forbes contributor Glenn Llopis writes, 'A leader's character is what earns the right to lead others.' It's not charisma or cleverness—it's the moral gravity that holds an enterprise together. Pam Boney, a contributor to the Forbes Coaches Council, put it bluntly: 'Before a company can realize any objectives, it needs a supportive culture—and that culture must be grounded in character.' In my recent Forbes article 'Seeing How Character Eats Culture For Breakfast,' based on collaborations with Corey Crossan and Bill Furlong, I offer a practical approach to helping organizations understand how culture reflects the character of its members. This practical and revolutionary approach helps individuals and organizations see that the culture they seek is anchored in character, yet the culture they often experience reflects the imbalances of character of its members, particularly leaders. The remedy is to start with leader character development to transform the organizational culture. From the vantage point of actively developing character, it is easy to see how policies and practices often work against character and reinforce old and outdated mindsets. For example, in an MIT Sloan Management Review article, 'Make Character Count in Hiring and Promoting,' I describe that we tend to hire on competence and fire people because of character. Human Resource practices such as recruiting, hiring, performance management, promotion, and succession management need to shift the gravitational pull to elevate character alongside competence. Simply put, wherever competence resides, character belongs. Another key leverage point for shifting the ethos is oversight, whether that be by Boards of Directors, Trade Associations, or regulators. The same prescriptions exist. Members need to develop their character; from that vantage point, they can see ways to help shift the ethos. For example, boards of directors are responsible for selecting CEOs but have often neglected implementing an evidence-based approach to assess character. Few would understand how to assess the quality of judgment and decision-making of the organization based on character. Although regulators continue to struggle with misconduct in organizations, few have turned to character to influence change. Notable exceptions are the Financial Conduct Authority (FCA) in the U.K., one of the first regulators to pick up on our 'Leadership on Trial' research and share it with their constituents. Also, the Office of the Superintendent of Financial Institutions (OFSI) in Canada noted in a January 31, 2024, guideline that integrity is achieved by 'ensuring people are of good character.' Character in an AI World While AI and automation evolve, companies shaping the future will be led by humans whose character-based judgment will become even more important. In my recent Forbes article on 'Why Artificial Intelligence Needs Character-Based Leadership,' I make the case for how character-based judgment harnesses the power of AI. There is no replacement for character. Business is not a game. It is time for a new ethos with character as the foundation.


Time Business News
40 minutes ago
- Time Business News
Shaping the Future of Leadership: The Strategic Role of C-Suite Executive Recruiters in NYC's Innovation Economy
New York City is more than just a business hub—it's a breeding ground for innovation. From fintech startups in Flatiron to global media empires headquartered in Midtown, the city pulses with disruption, reinvention, and opportunity. But behind every transformative business model is a leadership team equipped to execute with clarity and conviction. That's why C-suite executive recruiters in NYC have become indispensable partners to organizations looking to build forward-thinking, high-impact leadership teams. As NYC continues to position itself as a global leader in technology, sustainability, life sciences, and AI-driven enterprise, the profile of its executive leaders is shifting. Today's CEOs, CFOs, CMOs, and CTOs must not only bring proven management expertise—they must also possess the vision to navigate uncharted terrain. Traditional leadership search models aren't always equipped to address these evolving demands. That's where niche C-suite executive recruiters in NYC come in. These firms specialize in identifying talent who are not just functional leaders but are also fluent in innovation, adaptable to change, and capable of aligning with both investor expectations and market disruptions. NYC companies operate at breakneck speed. Whether in finance, media, health tech, or retail, market shifts happen rapidly—and leadership decisions must keep pace. But that doesn't mean companies can afford to cut corners when hiring for the C-suite. Every executive hire affects company culture, investor confidence, and long-term strategy. Executive recruiters mitigate this risk by offering both speed and precision. They leverage deep networks, proprietary search methodologies, and psychological assessments to vet candidates not only for technical fit, but also for values alignment and long-term leadership potential. In a city where the wrong hire can make headlines—and the right one can shape an industry—this level of rigor matters. One of the most valuable assets C-suite executive recruiters in NYC bring to the table is access to passive talent—executives who are not actively job-hunting but are open to compelling, strategically aligned opportunities. These individuals rarely respond to job postings or recruiter cold calls. Instead, they rely on trusted relationships and discreet introductions. Recruiters with long-standing reputations in NYC's leadership circles know how to initiate these conversations, build trust, and guide top candidates through complex, high-stakes transitions. Another area where modern C-suite recruiters are having a tangible impact is in advancing leadership diversity. In an increasingly global and socially conscious market, companies are under pressure to build executive teams that reflect the diverse perspectives of their customer base, employees, and investors. The best NYC-based recruiters proactively cultivate diverse candidate pipelines and advise companies on how to remove bias from their hiring processes. This not only strengthens brand reputation but also enhances business outcomes. Studies consistently show that diverse leadership teams drive better innovation and financial performance—a critical advantage in NYC's competitive sectors. As a leading name among C-suite executive recruiters in NYC, BCL Search brings a modern, strategic approach to leadership hiring. By combining deep market insight, long-standing industry relationships, and a highly personalized search process, they help companies build leadership teams that are not just ready for today—but equipped for the future. Whether you're seeking a transformational CEO or a digitally savvy CMO, BCL Search delivers the strategic partnership needed to secure world-class executive talent. TIME BUSINESS NEWS

Yahoo
an hour ago
- Yahoo
'Possessions Kind of Weigh You Down'— Elon Musk Is the Richest Man In The World But Avoids These 5 Pricey Purchases Most People Can't Resist
With a net worth of $344 billion as of this month, Elon Musk could buy just about anything. But instead of throwing his money at mansions, Michelin stars, or Maybachs, he's opted to live like someone trying to stretch a student loan refund. In his own words, Musk tweeted on May 1, 2020: "I am selling almost all physical possessions. Will own no house." And during a May 8, 2020 interview on "The Joe Rogan Experience", he added: "I think possessions kind of weigh you down. They're kind of an attack vector." Don't Miss: Maker of the $60,000 foldable home has 3 factory buildings, 600+ houses built, and big plans to solve housing — Peter Thiel turned $1,700 into $5 billion—now accredited investors are eyeing this software company with similar breakout potential. Learn how you can Here are five major things Musk refuses to waste money on—even though he easily could. Between 2020 and early 2021, Musk sold seven homes in California, including multiple Bel-Air properties. The total price tag? Over $100 million. Rather than upgrade, he reportedly moved into a $50,000 Boxabl prefab home near SpaceX headquarters in Boca Chica, Texas. It's a 375-square-foot cube—modest even by non-billionaire standards. In a March 2022 interview with Vanity Fair, Canadian musician Grimes—Musk's former partner and the mother of three of his children—described his lifestyle as anything but billionaire-like. "Bro does not live like a billionaire," she said. "Bro lives at times below the poverty line." She recalled their time living in a "$40,000 house" with no security and neighbors who could easily film them. At one point, she said she was eating peanut butter for eight days straight. But the most telling example? Their mattress had a hole in it—and Musk still refused to replace it. Instead, he suggested they just switch sides. Trending: Invest early in CancerVax's breakthrough tech aiming to disrupt a $231B market. Musk doesn't even technically have a primary residence. In a 2022 TED interview, he told host Chris Anderson: "I don't even own a place right now, I'm literally staying at friends' places." In a 2015, Google co-founder Larry Page shared a story with Ashlee Vance, the author of Elon Musk's first biography, "Elon Musk: Tesla, SpaceX and the Quest for a Fantastic Future." Page recalled Musk occasionally reaching out for a place to crash, saying: "He'll email and say, 'I don't know where to stay tonight. Can I come over?'" Page added with a laugh that Musk was "kind of homeless, which I think is sort of funny," offering a glimpse into the billionaire's unusually casual and nomadic lifestyle. And way back in 1999, Musk told CNN: "Three years ago, I was showering at the YMCA and sleeping on the office floor. Now I have a million-dollar car." At 17, Musk decided to test whether he could survive as an entrepreneur by living on just $1 a day for food. It wasn't a stunt—it was a personal challenge to see if he could handle the financial uncertainty that came with starting a business. He described the experiment during an interview on Neil deGrasse Tyson's "StarTalk": "In America it's pretty easy to keep yourself alive. So my threshold for existing was pretty low. I figured I could be in some dingy apartment with my computer and be okay, and not starve." During the Zip2 startup years, he ate Jack in the Box and White Castle burritos, showered at the YMCA, and funneled every spare dollar into the recalled the infamous crash himself during an interview with Sarah Lacy for PandoDaily. After selling Zip2, he had purchased a McLaren F1 and decided to show it off to PayPal co-founder Peter Thiel. "Watch this," Musk said—then floored it, spun out, and launched the car into the air before crashing. His reaction afterward? "It wasn't insured." Since then, Musk has stuck with practical models. He mostly drives a Tesla Model S or Cybertruck. He's also dismissed the idea of building a budget Tesla under $25,000, calling it "silly" during a 2024 Tesla third quarter earnings calls. Musk could afford anything. But time and again, he chooses not to. Whether it's sleeping on friends' couches, keeping a broken mattress, or skipping dinner reservations for dollar menus, Musk lives like a man focused on Mars—not material things. And as far as he's concerned, that's the point. Read Next: Here's what Americans think you need to be considered wealthy. Image: Shutterstock UNLOCKED: 5 NEW TRADES EVERY WEEK. Click now to get top trade ideas daily, plus unlimited access to cutting-edge tools and strategies to gain an edge in the markets. Get the latest stock analysis from Benzinga? APPLE (AAPL): Free Stock Analysis Report TESLA (TSLA): Free Stock Analysis Report This article 'Possessions Kind of Weigh You Down'— Elon Musk Is the Richest Man In The World But Avoids These 5 Pricey Purchases Most People Can't Resist originally appeared on © 2025 Benzinga does not provide investment advice. All rights reserved. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data