actice supervisors and practitioners by creating a culture that is both determined to protect children and young people, and which recognises the challenge of keeping children and young people safe in circumstances where there can be a high degree of uncertainty. • Leaders model strong, compassionate and collaborative relationships in their own organisations and with other agencies, so that where support services are jointly commissioned and delivered, the needs of children and young people experiencing abuse, neglect or exploitation can be met. • Leaders support critical challenge within their own organisation and with other agencies. In doing so, leaders encourage openness, respect and humility, so that everyone can share information, learn from others, and question assumptions, so that there are robust plans to protect children and young people from harm. • Leaders provide an effective framework to oversee robust investigations where there are concerns about abuse, neglect, and exploitation. They are confident that there is decisive and rapid action to keep children and young people safe. • Leaders organise services so that decisions about what must happen to protect children and young people are led by skilled and experienced practitioners, and that responses protect individuals and address the context in which harm is taking place. Leaders identify and use social work expertise to protect children and young people from harm. • Leaders recognise that working with children and young people experiencing harm is complex. They support their workforce to navigate this complexity, so that practice supervisors and practitioners are equipped to understand and identify what constitutes harm and make decisions and intervene effectively to increase safety. • Leaders are mindfu