- 2.4 Reviewing available information and making valid decisions
- 2.3 Using factual data, recommendations, suggestions, and ideas in a logical and purposeful manner to inform decision making
- 1.4 Strategies for keeping aware of own stress levels and for maintaining wellbeing
- 1.1 Elements of management decision-making
- Unit 10- Decision Making in Adult Care NVQ Level 5
- 1.2 Values, belief systems, and experiences affecting working practice
- 2.4 Adapt communication in response to the emotional context and communication style of others
- 1.1 Emotions affecting own behavior and the behavior of others
- 2.2 Providing support to engage others in the decision-making process
- 2.1 Evaluating range, purpose, and situation for effective decision making
- 4.3 Prioritize own development goals and targets
- 4.4 Use personal and professional development planning
- 4.2 Establish own learning style
- 4.1 Evaluate own knowledge and performance
- 4.2 Ways in which team members are supported to understand their role in safeguarding children and young people from danger, harm, abuse, or exploitation.
- 4.1 Reasons adult care practitioners need to be aware of national and local requirements that seek to ensure the safety and wellbeing of children and young people.
- 3.7 Demonstrate ways of assessing the effectiveness of risk management practice
- 3.6 Demonstrate positive approaches to risk assessments
- 3.5 Revise plans to take account of changing circumstances
- 3.4 Delegating responsibilities to others
2.1 Model open, respectful, and supportive relationships
Course: NVQ Level 5 Diploma In Leadership & Management for Adult Care
Unit 4: Relationships & Partnership Working
LO2: Lead effective relationships with those using adult care services and their families
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2.1 Model open, respectful, and supportive relationships
Leaders and managers set the tone for the rest of the organization by modeling open, respectful, and supportive relationships. When team members see their leaders and managers engaging in positive interactions, it sends a signal that it’s safe to do the same.
Leaders need to be especially mindful of their interactions with subordinates, as lower-level employees may be particularly sensitive to displays of dominance or negativity. Instead, try to create an environment where people feel comfortable taking risks and making mistakes.
Model Open Relationship
Open Relationships are developed by openness, honesty, and authenticity. An open relationship is transparent, relaxed, and relaxed with the aim of collaborating together to achieve goals instead of creating fear or trepidation amongst staff.
Leaders who practice and open relationship model demonstrate that they are willing to share information about the company’s performance, vision for success, and other critical information. They want to develop a trusting, open relationship with their staff and demonstrate that they can be counted on for support.
Managers who practice an open relationship model listen to what the ideas of their employees are and encourage them to voice opinions.
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Respectful Relationships
Respectful relationships are created by respectfulness, consideration, and empathy.
Leaders and managers who model respectful relationships demonstrate that they value their employees as human beings, not just cogs in the wheel of the company. They show that they respect everyone’s humanity by allowing them to be themselves around their managers or leaders and showing appreciation for what each person brings to the table. Managers and leaders constantly moving forward in a respectful manner build trust and loyalty among their staff.
Supportive Relationships
In a supportive relationship, managers focus on the positive things each member of their team brings to the company. They build up their employees by noticing and reinforcing the good work they do. A manager who practices a supportive style will offer guidance when necessary but will stay out of the way when not needed. He or she knows when to step in and give direction, but also knows that much of the work can be done autonomously by his or her employees.
One of the best ways to build a positive reputation is by modeling open, respectful, and supportive relationships. This will help you develop trust within your organization as others emulate these attitudes and behaviors which can lead them into more effective partnerships working across all departments in an office or company alike.
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