Steph Thompson, Deputy Director at My Home Life England shines a light on a new leadership development programme for leaders in the learning disability and autism support sector
Social care leaders work in a role that is incredibly important and socially significant, but also very complex.
These leaders are often time-poor, telling us that they are “running on empty”.
Given multiple and often conflicting pressures, it is somewhat unsurprising that the annual turnover rate for managerial staff within the sector is a shocking 23.2%. The vacancy rate for the registered manager role is higher than other posts at 10.6% (there are currently 3,000 vacant posts across the UK)[1]. We’ve heard many stories of care leaders finding themselves in managerial positions overnight, with little experience or confidence in their leadership approach.
So how can we change this?
To develop the leaders of tomorrow we must start by investing in the leaders of today.
People working in these complex roles need support. This includes space to consider how they:
- Encourage others to flourish
- Connect emotionally, collaborate, compromise and celebrate[2]
- Create a sense of security, belonging and purpose[3]
Being able to let go, in a safe space with others who also work in the same complex, confusing and creative world, is something that people value most about leadership development that’s rooted in positive social care practice.
This is not easy. We know it is much simpler in the short term to tell people what to do and how to do it. But by nurturing and investing in the leaders of today, they have the time to support the leaders of tomorrow.
ARC England have been working with My Home Life England (MHLE) to create a bespoke leadership programme for people who work alongside people who have a learning disability autismand autistic people.
Recent analysis of programmes run by MHLE for over 200 people shows that by participating in a programme, leaders were able to share their challenges, feel supported, and learn a variety of tools, skills and strategies to support them in the workplace.
By the end of their programme, 98% reported an increase in the quality of their management and leadership. 91% said that their confidence as a professional had increased. A further 85% of the care leaders surveyed saw an increase in job satisfaction, and 74% reported an increase in enthusiasm for working in care settings over the last 12 months.
This increased confidence and enhanced resilience has a knock-on effect on teams, relatives and .people who draw on services. Other team members (deputies, team leaders, senior carers, etc) are supported to excel and move more confidently into their own leadership roles.
A programme participant told us: “Before [doing] My Home Life England I used to do all things. Now I am starting to delegate more of my work to other members of the management team.”
To keep our great leaders in the sector, and to keep them supporting the next generation, we need to acknowledge the amazing work they do, as well as giving them space and support to reflect, process and grow.
“Before joining the programme, I was really wavering about social care and whether I would leave. Joining the programme showed me that people valued what I had to offer and that I was an OK manager. Without the course I would have left social care.”[4]
Find out more at https://arcengland.org.uk/leadership-support-and-development-programme-2024-arc-england-and-my-home-life-england or contact bookings@arcuk.org.uk
@ARCEngland
[1] Skills for Care ‘State of the Adult Social Care Workforce’ 22/23
[2] MHLE Caring Conversations and positive practice framework: https://myhomelife.org.uk/research/
[3] Nolan et al, The Senses Framework: https://myhomelife.org.uk/research/
[4] My Home Life England Professional Support and Development Programme – Insights and Outcomes 2023: https://myhomelife.org.uk/resilience-retention-quality-key-outcomes-of-my-home-life-england-professional-support-development-programmes/
