anagers at every level of the organisation to have manageable spans of control and they are able to provide the support and supervision that allow practitioners to work effectively with children, young people and families. • Leaders support the workforce to value understanding differences between families and to manage relationships with children, young people and families in a way that addresses their personal circumstances and experiences. • Leaders encourage the workforce to practise in a way that is goal-oriented, purposeful, effective, and capable of making a tangible difference in the lives and wellbeing of children, young people, and families. They promote evidence-based approaches in practice wherever possible. • Leaders create the conditions and culture that supports innovation in practice, where challenge is welcome, practice supervisors and practitioners feel safe, and they are encouraged to learn and develop. How practice supervisors should support this enabler in practice • Practice supervisors understand their role in shaping and supporting the workforce to respond to the complex realities of practice. They recognise, respect and value the expertise of practitioners and promote a workplace culture where they are able to work effectively and achieve the outcomes of the National Framework. • Practice supervisors are unwavering in their commitment to provide high-quality supervision to their teams so practitioners can reflect on their practice. Supervision should help practitioners to learn and improve, and feel supported in their wellbeing, with strategies in place to help manage the causes of stress and anxiety. • Practice supervisors actively promote and encourage direct work with children and families, and as far as possible, continue to engage in direct 