An innovative guide for social workers who are about to take the next step in their career to become a social work manager, or who may have recently taken on that role. Practitioners will learn how they can prepare for this transition, how it really feels to be a manager, and how to develop their professional identity.
Despite the interest in how social work roles are managed and led, the actual experience of the transition to social work manager can be overlooked. Many books written around this topic focus on the skills needed to be a manager, management and organisational concepts rather than how it feels to go through the process and how to cope as a new manager.
This book draws on a relationship-based model, proposing that relationships play a significant part in the transition into management. It emphasises the importance of how managers support their teams and individuals while also caring for themselves.
Based on research with newly promoted social work managers, this book features in-depth case studies which illustrate four significant points in the transitional journey:
- preparation for the role,
- multiple identities,
- managing people, and
- self-care.
The concluding chapter offers a practical model that readers considering social work management can utilise within their own supervision or annual appraisal to support a smoother transition into management.
Table of Contents:
Introduction
Chapter 1 - The journey: preparation for the role
Chapter 2 - Multiple identities
Chapter 3 - Managing people
Chapter 4 - Coping with the new role
Chapter 5 - Towards a smoother transition
About the Author :
Angie Bartoli is a qualified social worker who has worked with children and families within the statutory and voluntary sectors as a practitioner and manager. For a period of time she worked with the Department for Education and was a training manager for a local safeguarding children board. Angie is now a social work educator based at Nottingham Trent University, and gained her professional doctorate in 2016. She has also been Vice Chair for BASW (England).
Review :
When I became a team manager, I was very fortunate. I worked for one of the few local authorities that offered preparatory management training (that is, training for aspiring managers before they took up post). I was also lucky that I had previously had the opportunity to cover for our team manager while he was away for six weeks and, in addition, had been given the opportunity to supervise a social work assistant as a developmental opportunity. But, the most fortunate things was, up to that point, I had had both excellent and dreadful managers, so I was well aware of what worked well and what was definitely to be avoided.
However, I know from the many courses for new and experienced managers I have run over the years that my experience was atypical. A common theme I encountered was people saying that they felt they had been thrown in at the deep end and given relatively little support. This important new book by Angie Bartoli reflects this theme. Based on research, it highlights the difficulties and challenges involved in making the transition from social worker to manager, while acknowledging that there are also many positives associated with that transition.
The book is clearly written, with no unnecessary jargon. It is theoretically sound but practice focused – just the kind of book I like. I see this book as a really helpful resource for new and aspiring managers, and it also has much to offer experienced managers who have had little or no opportunity to reflect on their own transition and how it has affected their identity as a manager and thus their effectiveness.
Another great strength is that it is focused specifically on social work. So much of the literature on management is generic and does not recognise the particular challenges of working in a social work context, with all the specific issues that make this field so distinctive.
I would have liked to see more about power, as my experience of working with managers has taught me that many struggle with the authority inherent in their role (especially, for example, in challenging poor practice). But, that does not alter the fact that this is a very worthwhile text. This book has the potential to become a well-respected little gem and deservedly so.
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.
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.
