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This is the second of a two-case series (398-078-1 and 398-079-1). This case covers Christian Blanc''s first year at the head of Air France. When he takes up the job, the airline has been brought to a standstill by its unions who refuse to accept the rationalisation plan proposed by Blanc''s predecessor, Bernard Attali. Blanc launches a massive listening exercise to try to understand the dysfunctions of the company. He then proposes a plan that, in some respects, is tougher than the rejected plan - and puts it to the vote. Over 80% of employees support it and it serves as a springboard for the revival of the airline. The case considers how an incoming leader establishes credibility, wins over the employees and initiates a painful change process which was inconceivable just a few months previously. The case raises three key themes: the role and enactment of fair process; making a case for change and then implementing it; and the determinants of charismatic leadership. **1998 EFMD European Case Writing Competition Category Winner**