Supporting an unsupported manager
Mark Topps
Social Care Leader l Regional Business Manager | Co-Founder of The Caring View | Blogger | Award-Winning Care Mentor for Business Development, Mental Health, and Work-Life Balance
Managing a social care organisation can be both rewarding and challenging. Unfortunately, some managers find themselves in unsupported positions, lacking the necessary resources and guidance to excel in their roles. In this blog, I will explore the significance of raising support for these managers and discuss the importance of Continuous Professional Development (CPD) as a means to upskill their knowledge and skills.
Managers in social care play a vital role in providing quality care services to vulnerable individuals. However, without adequate support, they may face difficulties in navigating the complex landscape of social care, staying updated with evolving regulations, and managing their teams effectively. Recognising the challenges faced by unsupported managers is the first step towards addressing their needs.
Continuous Professional Development (CPD) is essential for managers to keep their skills and knowledge up to date. CPD enables managers to enhance their understanding of best practices, new regulations, and emerging trends in social care. It helps them stay ahead of the curve and make informed decisions that positively impact service delivery and client outcomes.
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So how can we increase the support for unsupported managers?
Supporting managers in social care is crucial for ensuring they lead teams to deliver high-quality services and care. By recognising the challenges faced and emphasising the importance of Continuous Professional Development (CPD), we can begin to raise support for their role.
Let us work together to create a supportive environment that enables managers to excel and make a positive impact in social care.
Personalised EQ based management mentoring to take managers from surviving to thriving in 90 days.
1 年I love this Mark. In my business I have worked alongside those in the care sector and have wanted to put in external wellbeing support for managers. Just so they can come up for air and have an external, confidential space for support, advocacy and a person to champion them. My experience has been that a) they are so used to putting themselves at the bottom of the pile they don't prioritise it and b) they just don't have time. Even when supportive practice is introduced, often the rest of the system works against it because time is not allocated, workload isn't reorganised and managers can feel like it's just another thing to fit in. This isn't care sector specific, though! Love the post ??