Enhanced Leadership Pathway

The role of a registered manager has become increasingly more complex, requiring a skills set that can cope with new challenges and leadership in specialist care services including supporting people with long term conditions, rehabilitation, dementia and end-of-life care. Best practice is a continually evolving and leaders need to keep their skills up to date and responsive to the latest recommendations. Opportunities to develop while gaining an accredited qualification in health and social care or a more specialist service should enable managers to continue their CPD beyond level 5. These advanced practitioner courses enable individuals to build on their strengths and will empower them to follow their interests and goals while gaining professional credibility in the sector.

There is a place for both, coaching and mentoring, in health and care and both can support leadership development and systems across the sector. Coaching provides an invaluable opportunity for leaders to realise their full potential and to feel professionally invigorated and empowered. Mentoring helps leaders develop by sharing best practice, knowledge, skills and experience with professional peers and can lead to enhanced confidence for leaders in social care.

Opportunities now exist in social care to develop more in depth health and clinical skills in roles such as a assistant practitioners. They work as part of the range of healthcare and social care teams and have direct contact with patients, service users or clients providing high quality and compassionate care. The role requires workers to have a more in-depth understanding about factors that influence health and ill-health (e.g. anatomy and physiology). The assistant practitioner may also have responsibility for the supervision of other workers or activities delegated by registered healthcare practitioners.

Business skills are essential in keeping a care organisation running smoothly. Managers must understand the internal and external factors that impact an organization’s success and the processes involved in achieving business goals. Delivering the best care is becoming increasingly more complex as we work in integrated systems and partnership working while meeting individual business objectives. There remains a constant pressure to find more effective ways to deliver care while improving quality. A manager with entrepreneurial flare and skills can identify areas for growth and look at the most sustainable practices in services.  

Legislation, policies and procedures in health and social care are essential to protect the people you provide care and support for and to ensure your staff team are working safely and in accordance with best practice, regulations and the law. Compared to other sectors this information is extensive and as the complexity of care or support increases so does the  amount of legislation and numbers of policies and procedures too. As a manager of services and leader in the system it is essential that you have an up to date and working knowledge and understanding of the legislation, policies and procedures that keep social care and everyone in it safe and well. 

Leaders in social care have an obligation to promote employee health and wellbeing. They should prioritise this by  supporting their staff team to be healthier and happier at work which will then benefit the people they care for. Healthier, happier employees will be more productive and more likely to stay in the job. Leaders can facilitate this by creating a caring workplace culture, implementing policies that support employee health, and providing resources for employees to access. A leader should also model the highest standards of self-care to ensure that the importance of this permeates throughout the service.

Specialist services support people with a range of complex conditions including people with learning disabilities, physical disabilities and mental illnesses and social care is provided in many different forms, ranging from some extra help around the house and assistance with washing and dressing, through to help with building positive relationships, access to specialist equipment, or full-time residential care. The care a person receives is dependent on their specific needs. The team of carers and their manager will have specialist training and understanding of individual complex needs and professional updating will be key to support people in line with enablement and best practice guidelines. A registered manager of a specialist service will undertake continuing professional development that qualifies them as a lead practitioner in their field and a mentor and leader to their team.

What classifies as outstanding in social care is a matter for discussion but what is clear is the impact that leadership has on ensuring best practice and the very best support in care services. Outstanding care comes not just from being assessed as that but in adopting a culture that promotes the idea that there is always an opportunity for improvement. In every case this is achieved through questioning and learning from experience. A leader plays the most significant part in ensuring that this is an integral part of the service they manage and that everyone understands the importance of their contribution in making a service outstanding