The promise of social care is the provision of effective support to arguably the most vulnerable individuals in our society. To do this, and do it well, good leadership is essential.
It is no secret that the UK’s care system today is impacted by seemingly intractable factors – from workforce shortages to the cost-of-living crisis. And that it is at times like this when leadership is particularly tested – and when strong, innovative, across-the-board leaders are most needed.
What value does good leadership bring to care?
As I learnt of the humbling honour of being recognised among the Social Care Top 30, I’ve been reflecting particularly on this question.
Below is what I see as the greatest contributions of leadership. I believe care already has some of the most resilient, self-effacing and compassionate leaders you will find anywhere. So rather than see this as a list to beat anyone up with, my intention is to offer reasons for recognition and inspiration.
At its best, care leadership:
- Drives quality through culture-building. In care and beyond, leadership arguably sets the tone. Leaders hold the levers to create cultures where teams are motivated and supported to deliver high standards. This is a particularly urgent priority in the UK where a challenged sector is met with a rapidly rising demand for care, with an ageing population and increasing complex needs. Building (and rebuilding) quality-driving cultures takes time and consistency, but it is a non-negotiable.
- Retains talent by prioritising wellbeing. We know team morale and effective training and support impact quality of care. Yet, it can be difficult to focus on that when so many other things may feel like a bigger priority. Different organisations will have different approaches. For us at Greensleeves Care, ensuring colleagues are well rewarded, supporting their mental wellbeing, giving access to free, properly accredited training and apprenticeships, offering ways to boost career progression and celebrating long service are all ways of encouraging our people to be their best self and deliver excellent care.
- Breeds public trust with transparency and accountability. Modern leadership calls for greater-than-ever-before openness. It is the responsibility of every manager and leader to ensure that they, and their services, uphold ethical principles and promote compassionate practices – no matter how stretched. This multi-layered responsibility becomes even more important in larger and devolved organisations.
- Adapts and helps others adapt. Today’s care leaders are asked to meet challenges that have their roots elsewhere – in wider health, ageing, work, migration and the economy. This requires work and steering at every level of an organisation, and so the leader’s main job becomes helping others change, innovate and strive for better.
- Fosters person-centred solutions through collaboration. No service is an island. Our care system is intricately interconnected with other health, care and community services. Creating a seamless web of care that truly works for people takes social care leaders with the will and skill to work with healthcare providers, local authorities, community organisations and more. This is an increasing area of focus where I believe we, as leaders, must test our preparedness.
- Promotes wide-reaching change. The current context also asks that many of us become advocates for increased resources, a fairer public perception of care, greater support for the sector and even reform, on our doorstep and beyond. I’ve been fortunate to contribute to the BSI’s work to set better standards for older people and carers globally. I see the role of leadership as steering the wheels through the bumps while also working to improve the road for the future.
- Mirrors self-care by looking after themselves – Ironically, self-care is often in short supply in care. Remaining steadfast as a leader is vital in tough times – yet, it takes its toll. To carry the load, managers and leaders must turn inward, often. To me, this means checking in, challenging bias, recognising shortcomings and supporting others to do the same.
Like every other leader I know, I’d like to think I demonstrate these behaviours, at least some of the time. I certainly strive to. Almost as importantly, I try to encourage them in others too.
