Track‐supervisor training transforms attitudes and culture at Tube Lines : Key employees become active members of the management team

Purpose – This article describes an award‐winning training and development program that has changed the culture and improved morale among track supervisors working for Tube Lines, the company rebuilding the busiest lines on the London Underground. Design/methodology/approach – Draws on information supplied by the Tube Lines operations change manager. Findings – Highlights the way in which communications and teamwork have improved, absence levels have fallen, and sensitive and difficult diversity issues have been addressed. Supervisors are represented at the change committee and senior‐management conference for first time. Organizational‐improvement feedback is more positive, and constructive questions are asked. Practical implications – Contends that the training has had a positive impact throughout Tube Lines. Leaders have gained a new sense of purpose, developed confidence as effective supervisors and forged new friendships. They have applied the learning back in the workplace, with a subsequent improvement in performance. Supervisors are sponsoring and leading process improvements with more confidence. Efficiency and health and safety have improved. More jobs are completed on schedule and faults are fixed faster. Originality/value – Reveals that the biggest indicator of success has been the track supervisors' alignment with, acceptance of, and willingness to be active members of, the management team.