Even if it’s not in your job title, ‘leadership’ is intrinsic to what you do

What do you think of when you hear ‘leadership’? Who do you think of? Your manager, your director, or do your thoughts flit to heroes? 

What about the person on the next desk, the new hire or, even, you? Is leadership something to aspire to, to attain, or is it something more intrinsic to us as individuals? ‘Leadership’ often conjures images of power or status, commonly seen as something tangible to be achieved through hard work and hierarchical attainment. 

But leadership is far more nuanced and happens all around us. Consider the more subtle skills of the best leaders. Their ability to guide, provide direction and inspire others; all vital qualities of social work, wouldn’t you think? 

Being able to influence is as fundamental to social work practice as it is to successful leadership. Why then, do we tend to only start talking about being a ‘leader’ when someone steps into management? Do social work professionals recognise themselves as skilled leaders, not just in direct practice but within organisations too? 

From day one, social workers are taught to advocate and challenge social injustice; to believe they can effect change. Yet, somehow, we don’t entertain the prospect of being able to influence the organisations and systems we operate within. 

An important lesson I was never taught was this; the profession and the organisation are two different things. Seems obvious. But apply it to your professional identity and consider not just how your leadership shows up, but where it shows up? Less obvious, perhaps? 

The gap between practice and systems

Let’s step back through the mists of time to my social work training. I had a wonderful practice educator in my final placement. She challenged my assumptions that I was bottom of every food chain. She powered up my professional identity as an agent of advocacy and social justice; by the time I qualified I was a confident social worker, with a strong sense of professional identity. 

But that alone was not enough. 

What I lacked, was an understanding of the systems in which I would practice. I had a professional identity, but I didn’t yet have organisational readiness. 

Nobody taught me how organisations behave, how the power flows, how to influence without formal authority. Sure, we had university modules on culture, a nice introduction but nothing more. 

I had not considered leadership to be something I already possessed, or the value I could bring to an organisation, the change I could affect. That lesson, it seems, is left to chance. 

Social work taught me values and theories, the organisation taught me about performance and politics. Both lessons are valuable but social workers soon learn that good practice alone isn’t enough to thrive in a career. 

Which poses a big question; how can relational practitioners become strategic leaders without losing what made them brilliant in the first place? 

The gap between our professional identity and our organisational readiness leaves many of us unsure whether we have power outside of our social care bubble. When we don’t identify as leaders, that pesky imposter syndrome goblin creeps in. 

So, what’s the answer, more training? If you like. 

Except, leadership is already intrinsic to social work. We just don’t always name it with pride. 

Empathetic courage 

There is a hidden curriculum, beyond formal education, for the curious few who survive the chaos of navigating an organisation. Those who stay long enough to look around at spaces they can influence and ponder what questions need to be asked. 

At every level, social workers promote the profession and its values. We show up in MDTs, council meetings and schools and make a difference by championing the value of our profession. 

That’s influence, that’s identity, that’s leadership; we just don’t always celebrate it as such. Social workers are experts in having difficult conversations and saying the things that are hard to hear. We are courageous in complex or sensitive situations, approaching them with care and empathy. 

What a combination of skills! What more could you want from a leader but empathetic courage? 

Social work leadership is rarely dramatic; it’s a quiet presence in everyday practice, subtly changing the landscape: the experienced practitioner gently passing on their wisdom; the ASYE who curiously questions ‘why?’; the social worker respectfully challenging a consultant; the practitioner who courageously says, ‘I got something wrong, help me learn’. 

It’s not complicated, but it is magic. Think back over your last week, now find three similar examples. I bet you managed it in a heartbeat. These are leaders in action, being compassionate, inspiring, and yes, humble. Because leadership cannot thrive if it is defined by status and function. 

It succeeds when it’s reassuringly human, fallible and flexible if it’s soaked in social work values.

Owning our influence

These are skills we teach from day dot, we nurture it in our learners, and it grows throughout our workforce. A great example is in our critical reflections. We are buoyed to have the courage to ask hard questions, to see our own weaknesses with candour and a growth mindset. 

Greater still, those of us who create space to allow honest reflection to take place, creating psychological safety to fail and learn and grow, then do it all again! A finer example of leadership you will not find, and this is something intrinsic to all our practice. 

We create these spaces for one another in informal office chats, supervision sessions and peer groups; holding up our values with one another. That leadership power flows vigorously throughout the profession, connecting us to one another and our collective identity. 

So, the call to action? Grab that power. Become familiar with it, make friends with it, name it if you will. And use your curiosity to see where else it shows up, even if it’s just a little snippet; all growth starts small. 

The next time you raise your hand to ask the burning question, challenge a decision or create a safe space, pause for a moment and say hello to your inner leader. The possibilities are endless.

How ever you choose to test the waters, do it with compassion and courage, knowing you already have the skills to lead. Now, go shape that organisation. Treat it to a little empathetic courage and see how you both grow. =

Fiona Havord is an experienced senior leader and former Principal Social Worker in adult social care.