In social care, we talk a lot about the importance of good managers.

They influence culture, engagement, development, performance and whether people choose to stay.

But there’s a more fundamental question organisations should be asking:

Are we actually clear on what good management means in practice?

It’s easy to describe a good manager as supportive, approachable, compassionate or empowering. It’s harder to translate those qualities into consistent behaviours that managers understand and colleagues genuinely experience.

From values to behaviours

If we expect managers to be supportive, what does that actually look like?

Regular, meaningful conversations? Recognising when someone needs help? Creating an environment where people feel comfortable raising a concern?

If we expect managers to develop their teams, are they having conversations about strengths, aspirations and progression, rather than waiting for the annual appraisal?

The opportunity is to move from describing good management to defining the behaviours behind it.

That gives current and future managers something tangible to work towards.

Supporting the step into management

This is particularly important for people taking their first management role.

In social care, future managers will often emerge from within. They may be brilliant practitioners with a strong understanding of the people they support, their colleagues and the service.

But being great at the job doesn’t automatically prepare someone to manage others.

Suddenly they may be expected to give feedback, manage performance, have difficult conversations, motivate others and balance the competing demands of their team and service.

Rather than waiting until someone struggles, organisations can ask:

– What behaviours are we looking for in our future managers?
– How are we identifying potential?
– What support does someone receive when they step up?
– Are mentoring, coaching and peer support part of their development?

Identifying tomorrow’s managers

Succession planning shouldn’t begin when a management vacancy appears.

Some future leaders will put themselves forward. Others may have real potential but don’t yet see themselves as managers.

Giving people opportunities to lead projects, shadow experienced managers, find a mentor or take on additional responsibility can help organisations recognise and develop that potential earlier.

It shifts the question from:

“Who is ready for the job today?” to: “Who could be brilliant at this with the right development?”

Giving managers the chance to manage well

We also need to be careful not to make managers responsible for everything – without support and the infrastructure to enable success.

Onboarding, engagement, wellbeing, development, retention, performance, recognition and communication can quickly become a long list, particularly alongside the operational pressures of running a service.

Managers absolutely influence the employee experience, but organisations should also consider what can be simplified, structured or supported elsewhere.

The aim should be to give managers the time, tools and confidence to focus on the conversations and relationships where they add the most value.

Five questions worth asking

If you’re a care provider prioritising management development, consider starting here:

1. Have we clearly defined what good management means in practice?
2. Would our managers and colleagues recognise those behaviours?
3. Are we identifying management potential early enough?
4. How do we support someone making their first step into management?
5. Are we giving managers the time and tools to manage well?

Great managers rarely happen by accident.

By being clearer about the behaviours we value, identifying potential earlier and providing meaningful development and support, we can give more people the opportunity to become great managers.

And perhaps the starting point is one simple question:

How confident are you that your organisation is clear on what good management means in practice?

We’ll be delving into this at our next in-person event in November. Want to get involved in the discussion? Contact Dave Beesley – dave.beesley@cohesionrecruitment.com for more information.

Our whitepaper ‘Management in Social Care‘, exploring the challenges facing managers today, and the qualities that contribute to long-term management success can be accessed here.