This book provides a refreshing and engaging focus on the transition from being s social worker to becoming a social worker manager, including the reality of fears, hopes and at times isolation being left to sink or swim. It draws on theory and research and has a strong relationship-based model, shining an intersectionality lens on how the transition to management feels for individuals and use of coping strategies, including during the pandemic, rather than focusing on leadership and organisational theory. The case studies, use of metaphors, imagery, objects and the experiences shared by the research participants are poignant and powerful, capturing the impact of the aftermath of transition. As so aptly described by the Author transition can be seen as part of the process of change and emotional aftermath of change.
This is a must read for any social worker intending to become a manager, practice supervisor or who are new to management. The hint and tips and reflective questions at the end of every chapter are a valuable resource. It is a book of connection and highlights the experiences of those who have experienced this transition including how to prepare for the role, the challenges of multiple roles and identities, managing people and self-care. The proposed model to help practitioners and organisations support individuals to transition into management is a gem, focusing on professional development, line management support, peer support networks and mentoring. A positive relationship-based book for relationship and people focused managers and those new to management, this book has been a joy to read.
Maris Stratulis National Director, BASW England
This book attends to issues that have often been lacking in the discourse about social work management. Whilst attention has been paid to management skills, the effectiveness of supervision and organisational theory there has been scant attention paid to the emotional and relational journey for those making the transition into management. This text makes a useful, and rather beautiful, contribution towards filling that gap. Useful because it grounded in the realities of social managers and offers an applicable model for those making this important transition. Beautiful because it is rich with human stories and example borne out of creative research methods. It explores how it feels to be a manager and the impact this might have on professional identity, which distinguishes it from many texts. It draws on theory and research, but whilst focussing on human experience and connection. In that sense it mirrors the best of relational social work.
Dez Holmes, Strategic Director Practice & Programmes, National Childrens Bureau & Director, Research in Practice
