Overview

To lead good care, social care managers must have professional and personal authority: a clear understanding of the core task and the emotional challenges of care, and the imagination to create an organisation or team dedicated to meeting people's needs. This guide gives managers the understanding of systems of care and will inspire them to take the lead. Using the stories of four managers leading four different care services, John Burton explains the key issues and shows how, by focusing on the core task and taking the authority to lead, managers can transform social care. Furthermore, they will find their own work life-enhancing and immensely satisfying.

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9781849055512

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Reviews

This book wants reading for several reasons. It is a book from the heart and highly readable. It identifies straightforwardly, matter-of-factly and scathingly the mindless, blinkered and harmful bureaucracy which has infected and distorted the social and health care system. Yet, in the face of these identified evils, it cleaves to optimism and independence of thought throughout and a determination that things can, and must, change. It discusses systems and ideas, but is written by an author with a detailed practical knowledge of care and who uses, throughout the book, care settings to illustrate in depth the issues as played out in the real world. Above all, this book challenges managers to break out of the vicious circle within which they can all too easily become enmired and ultimately, to lead good care. -- Michael Mandelstam, author of How We Treat the Sick: Neglect and Abuse in our Health Services If you want to step up to leadership, and to lead good care, this book will help you do just that. It's borne of long experience and a passionate belief in the difference good leadership can make. So if you want to transform people's lives, start here. -- From the foreword by Debbie Sorkin, National Director of Systems Leadership, the Leadership Centre Leaving bureaucracy and compliance in its wake, John Burton takes the book's reader on a journey to leadership both as a role and as an aspiration... With sobering references to the health and social care scandals of Cornwall, Staffordshire and Winterbourne View, and more recently the Savile debacle, John exposes the myth that managers were principally to blame by showing how there are wider systemic failings that leave most managers believing that they are powerless to take a stand and simply doing as they are told... With compassion entering the social care vocabulary again, John's book is a timely inspiration for managers to return to humanity and core tasks with confidence and to lead their services to real and meaningful excellence. -- Philip Nightingale, Registered Social Care Manager

Author Information

John Burton has worked in social care since 1965 as a practitioner at all levels, and as a manager, writer, trainer, researcher, inspector and consultant. He has campaigned to raise standards of care and has made such campaigning practical by leading the transformation of several care homes and of a voluntary organisation running homes. He is currently a member of the steering group based at the National Skills Academy (Social Care) for advancing the professional status and practice of Registered Managers. He is well known as a writer of books, chapters and hundreds of articles and columns in the social care press, and as a consultant supervising, mentoring and supporting managers to develop their services.

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