Ahead of the launch of our report ‘Developing outstanding social workers’, we spoke to Baroness Sally Morgan, Chair of the Firstline Subcommittee, member of the Frontline Board, and a former Chair of Ofsted.
How did you get involved with Firstline?
I have always been involved in education, and have seen it as the
greatest potential changer of people’s lives. But I was also acutely aware that
there were a group of children in any school who had a set of other issues that
presented serious problems for their education. The schools just weren’t able
to support these students sufficiently, and in many cases the social care
provision wasn’t either. So when Josh came forward with the Frontline
proposition it seemed both sensible and timely.
As we were developing Frontline we realised there is a real gap in
the system for people who are leading teams in the frontline of social work. For
what, in essence, Firstline has developed: a programme to support people at
that first level of key leadership in the organisation. There’s such a need in
the system to develop people to be great frontline leaders, and I think the reception
from local authorities shows that they recognise too that there’s the gap in
the system for this.
Why did you think Firstline is an exceptional idea?
First line social work managers are the people who absolutely make
the difference, because they nurture the people in their team, they develop
them, and in many cases persuade them to stay in in the profession. They are
vital in keeping and developing the new generation of social workers, and they
probably make the most fundamental difference to kids’ lives in care. They are
absolutely the pivotal people that we have to build for the future.
How did you come to Chair the Firstline subcommittee?
In a sense, our overriding mission is part of the same family as Frontline’s.
We therefore thought it best to initially draw people from the Frontline Board
who understood the journey, and had learnt from its development. On the Board,
I was one of the people who was quite vociferous about Firstline.
As a development committee, we’re supporting the Firstline team and providing
necessary challenge. It’s interesting because it allows you to be part of
helping shape a really good programme.
What impact do you hope Firstline will have on social work?
I hope it will provide support and challenge for good people in the
system to recognise the level of difference they can make, and keep these
really great social workers in the profession. I want it to be a fundamental beacon
for developing excellent leaders. But I also want it to provide a great next
step of personal development for very good frontline social workers.
What do you think are the most important qualities for leadership?
Firstly, clarity and the ability to focus on the things that really
matter. The ability to think strategically, explain what you think needs to be
done, bringing people with you in that thinking is also key. You also need to be
open to new ideas, to take the best ones, and ultimately be prepared to make
decisions – even tough ones. Those are the essential qualities for good
leadership.
What impact do you want the report to have?
The report highlights
the importance of quality first line leadership within social work. It is one
way of engaging local authorities to work with us and undertake the level of
reform that is needed to develop, empower, and support leaders working in this
critical tier of the system.
What are the most powerful messages from the report?
The first line
social work manager role is both vitally important and extremely challenging. The
report demonstrates the degree to which social work managers play a critical
role in enabling high quality social work, by improving the climate for the
social workers they lead. Outstanding first line leaders create an energising
climate for their teams that enables high performance, even when broader system
conditions are challenging.
The report distinguishes the
difference between good and outstanding leaders. It is apparent that good
social worker managers require a high level of intellect, emotional
intelligence and strong leadership capabilities. Outstanding leaders go beyond
this by embracing the leadership role by: being proficient at influencing
others, astute and considered in decision-making, effective in utilising their
professional authority, and are reflective and understand how to translate this
reflection into action. Finally and probably most importantly they need to have
a strong, clear, moral purpose.
What response do you think the following groups would give to that question?
A) Those in first line management positions?
Many of those in first line management positions may
have not encountered this level of recognition before. I’d hope that first line
managers reading the report will feel empowered to know that support is out
there for them to develop, lead and make significant change within their role.
B) Senior managers at local authorities?
The
report is not only key in identifying what great leadership looks like within
children’s social work. It looks at what, in the local authority context, helps
or hinders first line leaders, and what organisations can do to improve
effective first line leadership. Food for thought for senior managers whom
aspire for positive change within their organisation.
How has the report been received in the sector?
There is a gap in the development of first line managers, which is what this report identifies. These findings resonate strongly with those working in the sector, and they are clear that an innovative approach to promoting and developing outstanding social work leadership is welcomed.
Click here to access the report, and here for the report appendices.
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