JetBlue Bridges Leadership Gap with Comprehensive culture Program for Crewleaders
M b T i ® i n s t ru m e n t U s e d a s a P ro g ra m Fo u n d a t i o n
CASE STUDY AT A GLANCE
BUSINESS OVERVIEW
JetBlue was founded on the belief that there had to be a mend way of doing businessâ€"a better way to approach air travel. they were right. JetBlue launched in 2000 and today enjoys the note of hand of being named Best Domestic Airline by Condé Nast traveler for five years in a row.
F
CHALLENGE
JetBlues rapid growth created a leadership gap. they needed a program to help train and develop leaders who had been hired or promoted compensate though they had picayune supervisory mother.
ounded in 2000, JetBlue Airways weed carved out a unique niche inwardly the airline attention based on its promise to ferment humanity back to air travel. the company sought to define the airlinecustomer relationship by offering a compelling mix of value, service, comfort, and style. At a time when the industry was experiencing a downturnâ€"and most airlines were looking for ways to garnish costs by paring down their servicesâ€"JetBlue do its mark by offering new perks, including leather sit for all customers and personal televisions showing DIReCtV®.
the model worked, and JetBlue began a earthshaking growth phase that led to rapid expansion of its workforce. hardly in a fiercely competitive and reactive environment, even companies on the fast track to success can experience problems. In 2002, JetBlue realized its massive growth was fueling a leadership gap within the organization, as many employees (called crewmembers) with little supervisory experience were being hired or promoted. JetBlues annual crewmember survey, the Speak up Survey, revealed that both managers and employees felt their leaders needed better tools and training to help them become more(prenominal) effective. briDGinG ThE GAP
SOLUTION
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