Message from the President
The Role of Supervision in Worker Care

(October 2002)

As we move toward a less gentle and caring world, where imposing conditions threaten our job security and the very integrity of our profession, there is a tendency to cut back on non-income producing activities, such as training and supervision. Thus, "good supervision" becomes a powerful recruitment and retention tool. Supervision has always been an outlet for professional concerns and a major source of support for Social Workers.

Burnout is a major cause of staff turnover. We spend little time examining aspects of the work that causes "compassion fatigue" for our staffs. Due to the highly personal nature of our work, especially during these times when trauma work is a major focus, the social worker's emotional well-being has a crucial impact on the quality of the work we do. We cannot take care of clients if we do not take care of ourselves.

Today's administrators and supervisors face tough issues. Administrators and supervisors who make a real difference are those who encourage workers to take an active part in their own learning. They do not allow their workers to remain passive bystanders in the learning process and they also understand that our workers are our greatest assets. These social work leaders play a critical role in caring for the "Neshana" of social workers (the Yiddish word for the Soul).

Supervision is an ongoing process throughout our careers, and we need to be our own advocates, taking care of ourselves in the supervisory process. The nature and intensity of supervision changes with the role, the time, and the circumstances but is needed throughout one's career for the purpose of support and keeping us focused and honest. A 1994 NASW paper on supervision noted the "hierarchical relationship" created in the supervisor's role, embodying the authority to evaluate, employ, sanction etc."

While issues of power are clearly embedded in the supervisor-supervisee relationship, these dynamics are rarely formally addressed. Schools of social work and training programs often do not provide comprehensive attention to issues of administration, management, or what being a "boss" really means within the context of that "hierarchical relationship."

The power that resides in the supervisor- supervisee relationship can be balanced and made positive when both parties recognize and deal with its realities. Both supervisor and supervisee need to understand the boundaries and responsibilities of their respective roles. Good training and supervision will assist in this process, and make learning effective, meaningful, and long-lasting, all of which leads to better service and quality of care for clients.

As my Presidency proceeds I plan to address these issues in some of the following ways:

• We will offer a supervisory workshop in NASW's continuing education program.
• We will Co- sponsor with Social Work Managers a series of workshops on Supervision and Management.
• The President's Roundtable meetings in different boroughs will include issues of supervision on the agenda during future meetings.
• We will act as a resource for organizations or workers seeking to locate supervision or supervisory consultation.

I enlist your help in keeping supervision and the care of social workers in the forefront of our concerns.

I welcome your comments, suggestions and offers of help.