chapter  15
11 Pages


This chapter explores some very simple, yet experience shows highly effective, game-changing ways to get this population engaged in line with their roles and commitments. It considers how can training and development for middle and junior managers, who have many plates to spin, help drive sustainable improvements in the organisation's safety performance and culture. The chapter explains about significantly and sustainably improving safety performance and culture. The middle and junior managers spend more time towards the management end of the scale, but will end up at some point during their day playing more of a leadership role. While safety learning and development is important for any role, often middle and junior management tend to get forgotten as the safety professionals in the organisation either focus on front-line colleagues and those in more traditional leadership and senior management positions. Middle management is arguably one of the hardest groups of the organisational population to engage.