Delivery Format
Pan-India
Evidence Levels
L1 to L3
Reinforcement Rhythm
30 and 90 Day
Scale
Multi-cohort
Cohort
Front-line managers, ground operations and passenger experience
Scale
Pan-India, multiple hub locations
Methodology
ExperienceLearning, LEAP Emerging Leaders
Duration
Multi-cohort over 12 months
The problem before ProventusHR
The organisation's customer experience data showed consistent patterns: the quality of passenger experience varied significantly across hub locations and across shifts at the same location. The variance was not equipment, not process, and not training in technical procedures. The variance was leadership. Shifts led by managers who had developed a people-first approach to their teams delivered better customer experience outcomes consistently. The organisation wanted to replicate the approach of its best front-line leaders across the full population. The challenge was scale: several hundred managers across multiple cities, working shift patterns that made traditional classroom attendance impossible, with an operational tempo that allowed minimal time away from the floor.
What the diagnostic surfaced
ProventusHR conducted discovery at two levels: conversations with twelve front-line managers identified as high performers, and separate conversations with their teams and reporting officers. The high-performer profile was consistent: these managers treated their team members as adults who could solve problems, rather than as execution resources who needed direction. They gave their team members the information needed to make good decisions, held them accountable for outcomes rather than activities, and absorbed the operational pressure from above rather than transmitting it downward. Their teams described a quality of working environment that their peers did not. The discovery question was whether these behaviours could be developed in the broader population or whether they were dispositional.
The programme was designed for a full-day ExperienceLearning format, with a two-hour module available as an alternative for managers on split-shift schedules. The core design used REEL|Life to surface the distinction between managing a team and leading one. Apollo 13 was selected as the primary film: a compressed example of leading under extreme operational pressure, distributing decision authority, and maintaining team morale when the situation is genuinely beyond individual control. The debrief focused on the one decision in the film where the ground control leader made the choice to trust his team over the institutional instinct to centralise. The application experiment built on this: each participant identified one specific situation in the following 30 days where they would distribute a decision that they would normally have made themselves, and reported on the outcome at the 90-day follow-up session.
Delivery across multiple cities and shift patterns required significant logistical precision. ProventusHR used a lead facilitator plus city-based facilitator model, with all facilitators completing a two-day calibration session to ensure consistent quality across locations. The 30-day manager loop , a structured briefing for reporting managers on what participants had committed to and what observable change to look for , was a critical design element. Without it, application experiments in shift-based operational environments typically disappear in the first week back on the floor.
Evidence was collected at three levels. Level 1 participant satisfaction data was uniformly high and notable for the specificity of positive feedback: participants did not report the programme as enjoyable, they reported it as directly relevant. Level 2 pre and post confidence assessments showed significant increases on all five target behaviours. Level 3 manager-reported observations at 90 days showed that more than 70 percent of participants had been observed demonstrating at least one target behaviour in a specific situation named by their reporting manager. Customer experience scores for locations with programme participants showed marginal but consistent improvement relative to locations not yet covered.
Front-line leadership development works when it connects the abstract to the immediate. These managers do not need a leadership framework. They need to encounter the difference between their current approach and a better one in a way that is vivid, specific, and applicable to tomorrow's shift. Film, used well, does exactly that. The application experiment does the rest.
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