What to Do If Someone Next to You Gets Sick While Flying
What to Do If Someone Next to You Gets Sick While Flying
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https://www.fodors.com/news/photos/what-happens-if-your-seatmate-gets-sick-mid-flight
Know how to handle this nightmare in-flight scenario.
There are few travel moments more instantly nerve-wracking than the realization that the stranger sitting inches from you is turning an unmistakable shade of green. It’s a moment many travelers know well, and based on your proximity, you’re along for the ride.
Airsickness is common, usually manageable, and rarely anyone’s fault. With a few steady moves and some calm compassion, you can help both of you and your seatmate weather the moment without drama.
Why Airsickness Happens
Before you slip into good-Samaritan mode, it helps to know what’s actually going on. Motion sickness isn’t about “weak stomachs”; it’s about sensory conflict.
“In flight, our inner ears sense that we’re moving, while our eyes are sending the neurological message that we’re sitting still,” explains Hadley M. Sulpizio, MPH, CAsP, a Certified Aerospace Physiologist. “When those mixed messages reach the brain, there’s a sensory mismatch that often results in nausea.”
Some people are more vulnerable than others. Colin Knight, M.D., a board-certified pediatric surgeon and former USAF Flight Surgeon, notes that “certain groups have a greater predisposition depending on factors like family history, inner ear disorders, pregnancy, migraines, and more.”
On board, symptoms tend to creep in gradually: pale or clammy skin, increased sweating, frequent swallowing or burping, shallow breathing, or a fixed, faraway stare. Many passengers also grow quiet or withdrawn. Add turbulence, warm cabins, and stale air, and mild discomfort can escalate quickly.
Stay Calm and Don’t Overdo it
If your seatmate’s discomfort shifts from “a little off” to genuinely unwell, the most valuable thing you can offer is steady calm. A composed presence lowers the overall stimulation around them.
Start by asking what they actually want, then ease into the small, grounding adjustments that tend to make a difference:
- Offering water.
- Adjusting the overhead vent toward their face.
- Moving an airsickness bag within easy reach.
- Lifting the window shade if they prefer seeing the horizon.
- Encouraging slow, steady breathing with long exhales.
Sulpizio puts it simply: “Calming, cooling, and hydrating the passenger is the simplest way to think about it.”
If You’re Prone to Airsickness Too
If you’re reading this because you are one of those people (hello, my fellow window-seat enthusiasts), you already know the drill: prevention is everything. Knight and Sulpizio recommended some tried-and-true strategies:
- Stay hydrated before and during the flight.
- Skip alcohol and heavy meals pre-flight.
- Choose a seat near the wings or toward the front; motion is less intense there.
- Keep your gaze lifted and outside the plane, rather than looking down at a screen.
- Try ginger, acupressure wristbands, or gentle breathing techniques.
- Don’t turn your head while the plane is turning or move your head around rapidly at any time.
- Consider speaking with your doctor if nausea is consistent; some medications can be game-changers.
“What calms our stomachs and nerves can be different for everybody,” Sulpizio notes. “If a strategy isn’t helping, let it go and try something else.”
A Few Gentle Dont’s
Most missteps come from good intentions. A few things to steer clear of:
- Over-checking: frequent “Are you okay now?”
- Hovering or crowding: It can spike anxiety.
- Bringing in strong smells. Coffee, food containers, perfume, and even mints can tip nausea over the edge.
- Creating extra movement. Rummaging in a bag, bouncing a leg, adjusting your tray table.
- Treating nausea as contagious or embarrassing: it’s neither.
As Knight puts it, “Think calm, discreet, and practical. Minimize fuss and avoid judgment.”
Just as important is resisting the instinct to comfort with touch. Knight notes that rubbing someone’s back or shifting their body often makes things worse by adding movement to an already overwhelmed inner ear. Instead, quiet, simple gestures land best, like passing a tissue, offering a wipe, or handing over the cool side of a napkin, without a running commentary attached.
And while a fizzy drink might seem soothing in theory, Knight cautions that carbonated beverages, like coffee, can backfire by adding extra gas to an already unsettled stomach.
Your goal isn’t to fix their nausea; it’s to lower stimulation and create a small pocket of ease in a moment that feels physically and emotionally overwhelming. Sometimes a bit of cool air and a steady, nonjudgmental presence are exactly what they need.
When to Call the Flight Crew
If symptoms escalate, such as repeated vomiting, growing faintness, confusion, or no improvement despite cooling, hydration, and airflow, it’s time to loop in the professionals. Airsickness is uncomfortable, but these signs suggest the body is struggling to self-regulate.
Once notified, the crew can bring additional sick bags, gloves, wipes, and often ice packs or cold compresses, a tactic Knight says can help, as cold stimulation can provide relief. If space allows, they may even relocate the passenger to a steadier part of the cabin, which can be especially useful if the episode was triggered by turbulence, a major trigger of nausea.
Beyond supplies, their presence alone tends to settle the cabin. Sulpizio explains that quiet reassurance is often more effective than constant interaction, and flight attendants are experts at offering exactly that. They know the aircraft’s rhythms, the pockets of smoother air, and the quickest ways to restore comfort.
A Little Kindness Goes a Long Way
On a plane, strangers become temporary neighbors, sharing a small space in the sky. When someone beside you starts to feel sick, the moment becomes less about inconvenience and more about offering a little humanity in tight quarters.
Often, the most meaningful gesture is the simplest: staying still, keeping the space calm, offering a napkin dampened with ice water, or directing some cool air.
Airsickness happens, and preparedness helps, but kindness matters most. At altitude, even the smallest gestures travel farther than you think.
Improving capital market conditions, strong sector fundamentals set the stage for 2026 M&A activity.
Improving capital market conditions and strong sector fundamentals are setting the stage for renewed M&A activity in hospitality and leisure.
https://www.hotelinvestmenttoday.com/Forecasts/Increasing-US-deal-volume-has-PwC-optimistic
NATIONAL REPORT — With trade and macroeconomic conditions stabilizing, PwC found 3Q25 deal volume was 40% higher than 1Q and 2Q, pointing to a more active and optimistic M&A environment heading into 2026. In particular, PwC said new consumer experiences and AI-enabled innovations are fueling strategic hospitality deals across hotels, resorts, gaming and entertainment.
The bottom line from PwC’s 2026 U.S. deals outlook: Improving capital market conditions and strong sector fundamentals are setting the stage for renewed M&A activity in hospitality and leisure as travel demand stabilizes and AI adoption picks up pace.
PwC said investors are focusing on experience-led platforms that deliver both value and differentiation. Future dealmaking is expected to center on acquiring properties and capabilities that support an evolved ecosystem strategy where AI, loyalty, and experiential design converge to nurture growth, deepen customer relationships, and unlock lasting advantage.
Looking closer at 3Q25 deal volume, values declined with average transaction size down about 55% – a sign of uneven recovery across sub-sectors, according to PwC. It cited strength in luxury, softness in economy, and a still-recovering corporate travel base.
Private equity (PE) remains cautious, contributing just 10% of disclosed deal value YTD—a sharp drop from more than 50% in 2024, PwC noted. The few notable PE deals this year have focused on luxury resort acquisitions. The reason for this, according to PwC, is likely related to the same issues affecting other sectors. High interest rates—combined with the asset-heavy nature of the sector and persistent valuation gaps—have raised the bar for expected returns and made it more difficult for PE buyers to justify deals outside of top-tier assets.
With less competition from private equity, corporate acquirers concentrated on properties that expand loyalty ecosystems, enhance personalization capabilities, or deepen cross-channel customer engagement.
Strategic transactions have filled the gap, with that value up about 7% year over year, according to PwC.
Cross-border investment has also held steady, signaling continued international appetite for U.S.-based assets despite geopolitical headwinds.
Meanwhile, gaming has become a hotspot for activity: all three of the largest deals in the second half of 2025 involved digital gaming assets and foreign counterparties.
PwC added that back-end transformation is gaining traction alongside guest-facing innovation. Operators and investors are targeting back-office modernization across finance, HR, logistics, and event tech to boost efficiency and scalability. At the same time, platforms that elevate personalization, loyalty, and digital engagement are reshaping the front-end experience.
The common thread: building end-to-end digital infrastructure that blends AI, operational excellence, and experience-led monetization.
Developments to watch
Agentic AI use cases are accelerating with AI assistants rebooking itineraries in real time.
In hospitality, predictive analytics and digital concierges are enhancing service and efficiency. In gaming, adaptive platforms are redefining personalization. Rather than replacing workers, the most valuable use cases empower staff to deliver better, more human experiences.
In a world blending digital and physical experiences, PwC suggested trusted brands offer more than familiarity—they offer strategic insulation. Investors are seeking assets where loyalty, recognition, and content ecosystems drive monetization and margin.
As AI deployment scales, data governance is separating leaders from laggards, PwC said. M&A strategies increasingly hinge on the ability to unify, activate, and protect customer data across platforms and regions.
Buyers are investing in full-stack platforms that combine content, loyalty, booking, and analytics. The goal: create seamless, end-to-end guest journeys that blur traditional sector lines.
Engagement is now a quantifiable enterprise value, PwC continued. Dealmakers are assigning real valuation to loyalty ecosystems and their ability to drive cross-brand conversion, retention, and upsell.
With capital costs still elevated, deal success will depend on post-close clarity. Day One integration plans should prioritize data readiness, customer identity unification, and loyalty platform integration to accelerate value capture.
Redefining hospitality with services, AI, more ways to stay
Executives from Marriott, Casago and Airbnb discuss strategies and initiatives defining the changing hospitality industry.
https://www.hotelinvestmenttoday.com/Asset-Management/Redefining-hospitality-with-services-AI-more-ways-to-stay?
By Abby Crotty
NATIONAL REPORT – Within the “expanding hospitality arena,” major players are making moves to win the guest experience.
Airbnb is tackling this with the addition of services and relaunch of experiences, which chief business officer Dave Stephenson said is part of the company’s goal to “round out” the amenities at its short-term rental (STR) properties.
“People love it ... and we’re actually really surprised by the acceptance of the product, even without a stay on Airbnb. So, it's actually been a way to introduce people to Airbnb through the services. It all works together in driving the flywheel,” Stephenson said at The Phocuswright Conference last month.
Services are also important for players like Marriott, according to Jennifer Hsieh, managing vice president and category leader of endorsements and experiences.
“In our hotel product, services are the most experiential component, and in a leisure trip, that is the one thing that guests really remember,” Hsieh said, adding that Marriott is also working to marry its tours and activities business with its homes and villas portfolio.
The conversation later shifted to hotels—an area Airbnb is increasingly exploring.
“Sometimes [a trip] is going to be better in a home; sometimes it’s going to be better in a hotel. We want to be able to provide the right service, the right kind of stay, the right kind of experience for the right person, right time, and now we’re going to have all of that,” Stephenson said.
When asked for Casago’s perspective on the shift, CEO Steve Schwab said bringing hotels and STRs under one roof isn’t a bad thing, but he’s “curious” as to how the effort will pan out.
“When you think of Airbnb, they’ve taken the brand of this sector of the industry as their own. So, it’s almost going to take a rebrand for Airbnb, and I wonder if they’re going to dilute their brand by doing this, but time will tell,” he said.
“It’s the same thing as Aston Martin making an SUV. It expands their TAM, but does it make sense? Not necessarily.”
The executives also addressed artificial intelligence, loyalty, evolving roles for hosts and recent news of Sonder’s collapse.
Below, watch the full discussion, moderated by Mitra Sorrells, senior vice president of content for Phocuswright and PhocusWire.
The CEO as elite athlete: What business leaders can learn from modern sports
https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/the-ceo-as-elite-athlete-what-business-leaders-can-learn-from-modern-sports?
By
The role is harder than ever, requiring new habits of mind, body, and spirit.
Sports fans love to compare today’s athletes to the legends of the past and speculate about who’s the best. While many of us cherish our childhood memories, it’s a cold, hard fact that, in almost every case, today’s athletes would handily defeat their predecessors. As a flamethrowing relief pitcher said in 2018, if Babe Ruth, arguably one of the greatest players in major league history, were playing today, “I would strike him out every time.”
Exaggeration? Maybe a little. But it’s undeniable that today’s athletes in every sport are bigger, stronger, faster, better coached, better rested, better fed, better equipped, and more prepared. The development of sports technology and sports science—new ideas in nutrition, recovery, in-game strategy, coaching, athletic techniques, you name it—means that today’s athletes are unquestionably better than those from even 25 years ago.
For today’s chief executive officers, there’s a lot to learn from that remarkable progress. And the need is urgent, primarily because the playing field has become radically more difficult. CEOs are on the job 24/7, responsible for addressing an ever-shifting array of problems and threats, even when there is incomplete information (usually) and when every move is under scrutiny (constantly). Not only do CEOs have to deal with a wide range of stakeholders, all of them with their own priorities, but employees are increasingly demanding—as they should be. Plus, technology is changing at warp speed, and the geopolitical environment is unsettled. When companies slip up, they are judged harshly, not least through social media.
Our October 2024 research identified a number of traits required for 21st-century leaders: positive energy; selflessness and a sense of service; a belief in continuous learning; grit and resilience; levity; and an acceptance of stewardship.1 Since that time, we have been in dialogue with CEOs about how to get past the challenges of “living into” these attributes. We learned that the best leaders today have made a generational change in their thinking, one that closely parallels how elite athletes prepare, train, and compete. In several ways, the two jobs—CEO and athlete—are highly correlated. Here are five leadership practices of great athletes that business leaders can adapt to their own work.
They use their time purposefully
LeBron James was a teenage prodigy, coming out of high school to be the top pick in the 2003 NBA draft. He is the only player from that draft still playing. The disciplined way that James spends his time has been critical to his enduring greatness. Here is his game-day routine: wake up at 6:30 a.m.; take a cold plunge, then do some warm-ups; nap from noon to 2:00 p.m.; wake up and go to the arena; stretch at 3:30 p.m., then get a massage and do some more warm-ups; and be ready for game time at 7:00 p.m.2 Then that evening, get a good, deep sleep: seven to nine hours—no phones, no light.3 Repeat, for 21 seasons and counting. Reportedly, James spends more than $1 million a year to take care of his mind and body.
The best CEOs manage their time just as meticulously. One tech CEO told us that his goal is to “maximize impact per minute.” That approach won’t work for everyone, but in our experience, effective CEOs all prioritize key tasks; focus on doing the things only they can do; and create the conditions to perform at peak moments. A few other practices also work well. One is to develop a “tight but loose” calendar as much as 12 months ahead. The schedule is tight in the sense that meetings run promptly, with the most important ones taking place during the CEO’s most productive times, and loose in that it includes blocks of unscheduled time. For example, the CEO of a global tech company keeps 20 percent of his calendar empty; this enables him to catch his breath and react to situations as they crop up. To accomplish this demanding routine, CEOs need strong support teams, typically including a dedicated administrative assistant or two (one for the calendar, one for travel and logistics) and often a talented chief of staff.
Our colleagues recently drew up a checklist for CEOs that details the ways leaders can best manage their time and energy.4 The old-school approach was to try to outwork the job—but no longer. Caterpillar’s former CEO Jim Owens believes you should “prioritize the most critical issues that only the CEO can solve and delegate any remaining tasks.” And to avoid letting those critical issues overwhelm them, CEOs need to master compartmentalization. As U.S. Bancorp’s former CEO Richard Davis told us, “Compartmentalization is essential. If you bring every burden to every meeting, you let the day start to pile up on you.”
Time management is not just about scheduling; it’s also about recognizing that some moments are simply more important than others. Athletes and CEOs succeed when they make the most of these inflection points. As Roger Federer has noted, he won almost 80 percent of his tennis matches, but only 54 percent of points.5 More than 20 times, he won his match despite winning fewer points. He simply (simply!) won the points that mattered most.
CEOs, too, need to pick their spots and know when to make the decisive move. Some leading CEOs carve out one day every month to focus on the big disruptions of the day, spending time reading and analyzing their information. It’s a dynamic way to develop strategy and ensure that the day-to-day obligations don’t overwhelm the big picture.
They perfect the art of recovery
Recovery is an essential part of sports training because it allows the body to repair itself. Endurance athletes such as Kenya’s two-time Olympic marathon champion, Eliud Kipchoge, practice “peaking and tapering,” in which they increase the intensity of their workouts in the period before a major event, and then gradually reduce it for a few days or weeks before it. Counterintuitively, not training to the last day can improve performance. “I overtrained in my early 20s, which completely wore my body out,” Mark Tuitert, a Dutch Olympic champion skater, told McKinsey.6 He changed his approach and looks back on this time as a “signpost that led to finding a new direction in life.”
Other common recovery practices include proper nutrition and hydration, stretching, foam rolling, massage, ice baths, and yoga. Portugal’s great goal scorer Cristiano Ronaldo has a precise diet, balanced between high-protein meals (muscle recovery), complex carbohydrates (game-day energy) and healthy fats (general well-being) to tune his body to the demands of soccer.7 In addition to having a famously strict gluten-free diet, tennis’s Novak Djokovic credits mindfulness techniques with improving his mental strength, writing, “It is as important to me as my physical training.”8
The lesson is that rest and recovery, both physical and psychological, contribute to peak performance. For CEOs, this means scheduling recovery periods on the job and engaging in activities off it, such as exercise, music, and meditation, that recharge their energy and allow them to be at their best in the moment. Moreover, today’s leading CEOs pay attention to their diets, maximize the quality of their sleep, and minimize their alcohol intake. The goal is to find a sustainable personal balance. Without a systematic approach to recovery, leaders simply won’t have the mental and spiritual resources they need—or at least not for long. In sports terms, CEOs who sprint all the time risk burnout; and those who prefer a slow but steady marathon pace can miss the chance to blow by the competition. Thinking in terms of a series of sprints—high-intensity performance with intervals to pause—is the sweet spot.
Investing in recovery allows CEOs to pay it forward. A two-minute chat in the hallway may be just a blip in the day for leaders; for colleagues, it can be a memorable event that keeps them going, a reminder of the company’s mission and their role in it. Such leaders are “exothermic”—they give off energy.
They are always learning
In 2019, Bryson DeChambeau was already an accomplished professional on the PGA Tour and was ranked fifth in the world. But he wasn’t satisfied. Beginning that year, he transformed his game and relearned his golf swing, using detailed scientific analyses and, most notably, a new training regimen. DeChambeau changed his diet, upping his protein intake and putting 40 pounds on his already athletic frame. The results were apparent: his driving distance increased by about 20 yards, in 2021 he led the Tour in swing speed, and he has twice won the US Open. More recently, he has fine-tuned his approach, changing his diet again in a quest for long-term health. Other professionals have taken notice and have begun to emulate his approach, to the point that some analysts argue that tournament courses no longer provide an adequate challenge.9
Or consider the great Filipino boxer Manny Pacquiao. Early in his career, Pacquiao was basically a puncher who relied on landing one big blow for a knockout.10 Under the tutelage of trainer Freddie Roach, Pacquiao accepted that his great left could take him only so far. So he developed a great right, too, and improved his previously pedestrian footwork. Together, he and Roach became a learning team, adding new capabilities and analyzing each opponent. The result? Pacquiao became a legend, winning more world titles in more weight classes than any boxer in history in a career that lasted more than two decades.
The highest-performing leaders we’ve observed never consider themselves to be the most informed experts or the smartest people in the room. Instead, they are deeply curious (we’ve been struck by how many are avid readers) and willing to learn from other disciplines, other industries, and even other competitors. They seek out leading experts to fill in their knowledge gaps. They look for new sources of insight, both within and outside the company, such as younger employees and customer blogs. The best CEOs always find new and orthogonal sources of insights. And they create opportunities to learn—for example, doing site visits with the board or joining the board of a different company. Microsoft’s CEO, Satya Nadella, puts it simply: “The learn-it-all does better than the know-it-all.”11
They embrace data and analytics
Formula 1 racing offers interesting parallels to business. It may be the ultimate team sport, as hundreds of people work to make one superstar driver (and thus the team) succeed. The team has to stay alert to all manner of threats and risks, some obvious and some not—just like today’s CEOs. F1 teams manage risks through technology. There are more than 300 sensors in an F1 car, measuring both the vehicle (including speed, tire pressure, fuel flow, temperature, and engine performance) and the driver (such as heart rate and blood oxygen levels). The steering wheel itself is a remote data interface. All this—as much as a billion pieces of data during a single race—is analyzed in real time so that the team can identify problems and transmit strategy changes to the driver or pit crew. Across the season, race-by-race design improvements derived from the data can shed one second per lap, an extraordinary boost in a sport where wins and losses are measured in fractions of a second.
Even in F1, with all its technology, the human element is critical; the drivers are extraordinary athletes. But data and analytics can, and do, help athletes make the most of their talents and help elevate their teams in the process. The same is true in business. Modern CEOs routinely track personal and team data. Several CEOs we know use a Friday discussion with their chiefs of staff to review performance and health data for both them personally and their teams to identify corrective actions. The best CEOs are constantly raising their own quotient of data and analytics expertise, and that of their leadership teams. They use artificial intelligence, data analytics, and other technologies to improve operations, create competitive advantage, and generally raise their companies’ game. Speed matters, so they are always asking how the right information can be generated and analyzed to enable them to move faster. They use analytics and other capabilities to improve how work gets done and how decisions get made, with the goal of putting their organizations in a position to win. And many leaders use wearable technologies to monitor and improve their personal performance.
They are adaptable and resilient
Simone Biles made her name in the sport of gymnastics by soaring to improbable heights. But the Tokyo Olympics in 2021 saw her crashing to an emotional low. She was suffering from “the twisties,” a condition in which a gymnast loses spatial awareness. As Biles herself put it, “I was fighting my body and my mind.”12 Competing with the twisties is both scary and dangerous, and Biles pulled out of numerous events as a result. But she stayed to cheer on her teammates—and also went right back to the gym to recover enough to win a bronze on the balance beam. After the Games, she took time off and added therapy to her training regimen. It worked. In 2024, under even greater scrutiny than in Tokyo, she led the US team to gold in Paris, winning four medals herself.
Or consider Muhammad Ali, one old-school athlete who would probably have fared well in the modern era. Ali was of course prodigiously gifted and trained exceptionally hard—unusual for his time. But perhaps his defining characteristic was grit. As he famously said, “You don’t lose if you get knocked down. You lose if you stay down.”
Modern CEOs must show similar and sometimes just as dramatic resiliency to navigate through global crises and rapidly changing market conditions. A thick skin is a job requirement. No matter the topic, there are going to be angry voices saying nasty things. Leaders listen to criticism but learn to tune out the extremes; it’s an energy drain they cannot afford. Jamie Dimon, the CEO of JPMorgan Chase, talks about always giving it his best shot to address tough and unpredictable challenges: “People need to know that even when you make mistakes, you’re willing to admit them and take corrective action.”13 Nvidia CEO Jensen Huang has made resilience a core part of the company’s management system, saying, “People with very high expectations have very low resilience, and, unfortunately, resilience matters in success. I don’t know how to teach it to you except, I hope suffering happens for you. . . . I use the phrase ‘pain and suffering’ inside our company with great glee.”14
Good leaders don’t disappear in times of stress. They analyze the situation, learn from what went wrong, and bounce forward—never too high, never too low. This is how leaders can tackle an increasing number of compounding headwinds and crises, build their resilience muscle, and become leaders ready to thrive in the 21st century, while staying humble, celebrating noble failures, and always helping team members.
When we first joined McKinsey, in the mid-1990s, it was the era of the hard-driving, my-way-or-the-highway CEO. It was not uncommon to hear him—and it was almost always a “him”—brag about his toughness. Today, high-performing leaders are much more likely to talk about their fitness routines, sleep apps, and biometrics; they’ll introduce themselves with a self-deprecating anecdote, rather than a tale of exploits. They talk about their constant journey to build their resilience muscle. Making the change from the old ways to the new is a journey; it won’t happen overnight. Committing today and putting in the work is, for CEOs as much as for athletes, the only way.
DUHC&S | Strategic Hospitality Consulting & Advisory
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