Firstline capabilities

We believe these capabilities are essential for outstanding social work leadership and they underpin the Firstline programme. View a diagram of the leadership capabilities here.
Resilience and self-reflexivity
The ability to respond appropriately, manage uncertainty and cope with even the most trying situations. Leaders must be aware of their personal strengths, as well as their areas for future growth, and understand how their behaviour can affect others. This involves being aware of emotional triggers, biases and prejudices, and identifying ways to manage these effectively.
Analysis and decision-making
The ability to spot patterns between potentially unrelated concepts and use this information to make informed decisions. At higher levels, this involves simplifying complex issues, being innovative, taking a broader view and considering additional information to support decision-making whilst driving others to do the same.
Professional authority
The ability to build relationships and create confidence by understanding the thoughts, emotions and feelings of staff and colleagues, and identifying reasons for why others behave the way they do. Using excellent interpersonal skills, first line leaders are able to empower others to achieve, building a strong rapport to create a culture which has children and families at its heart.
Impact and influence
An ability to have a positive impact on teams and partners within the practice system, through persuading, convincing and bringing others round to their perspective. Leaders understand other people’s viewpoints and priorities, and tailor their communication to suit their audience.
Learning and developing others
A curiosity and willingness to develop or acquire new knowledge, skills or experience and developing and empowering their team to do so, to ensure they experience significant professional growth. Making the most of opportunities to learn from mistakes, and modelling this within the team to encourage curiosity and avoid the development of a blame culture. Using initiative and creativity to create opportunities for learning and discovering different ways of doing things, personally and for others through long and short-term strategies. Seeing the Firstline programme as an opportunity to satisfy their hunger to learn and develop themselves. Continually seeking out opportunities to develop colleagues through activities such as mentoring, coaching, championing and guiding, in order to bring out the very best in them.
Inspiring others
The intention to inspire through motivating and energising social work teams, colleagues and partners, uniting them around shared goals or objectives. Creating a motivating and energetic context within which social workers are driven and supported to work directly with families to improve their life experience.
Holding to account
The ability to clarify expectations, set high standards for others and ensure that goals or objectives are achieved. This involves holding others to account for performing in line with expectations. Part of this will also involve using one’s own position or authority to get others to do what has been asked of them. At times, this will involve making tough or unpopular decisions. These choices of actions will always be instigated with children and families in mind.
Moral purpose
To act in a principled way, based on a clear set of personal values, and make decisions with the best interests of children at heart. Leaders are passionate about effecting positive change in the lives of children and families. They strongly believe that social work can play a crucial part in changing lives and improving life chances, and that, with the right support, families are able to change.