Publications from ODSW Social Insights: Letters by DSW (Vol 1) | Page 148

Letter to Social Service Leaders #2

Hope in the coming years
The next generation of mission-driven professionals is considering social
service sector careers. When asked, not unlike the existing leaders, they
expect mentoring, professional development opportunities, and increasing
responsibilities. The difference is that the emerging leaders will assert
themselves and assess leaders and access opportunities appropriate for their
needs. They will be a good investment of time and resources to ensure a pool
of effective leaders.
We hope that in time to come, organizations losing a leader no longer have
to find a replacement from another social service sector group, promote a
manager who is unprepared for the role, or recruit a leader from the business
or government sector who will face a significant learning curve.
The leadership capability development programs that will grow in numbers
and range in the coming years will ensure that learning will no longer be
limited to classroom training. There will be deliberate, thoughtful, systematic
programs for a range of leaders who will serve in professional, specialist and
generalist leadership roles. Mentoring and capability training where adults
learn best in applied, real-world settings will help leaders to translate their
skills and aspirations to serve individuals, families and communities better.
The litmus test of leadership in the social service sector must be improved
service delivery for citizens.
Seasoned leaders will have a critical role in coaching even as they nurture the
younger professionals who should be given “stretched goals” as development
opportunities. So whether one is a seasoned leader, a newly inducted leader
or an emerging leader, we must lead improvements together with service
users, clients and customers at the centre of our aspirations.
2nd January 2015

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