s for whistleblowing. How practice supervisors should support this enabler in practice 23 • Practice supervisors promote and govern practice within their organisation. They are knowledgeable and skilled, set high standards for practice and support and encourage others to do the same. • Practice supervisors recognise their influence as leaders of practice and take responsibility for contributing to an inclusive workplace culture. They share feedback to help senior leaders to improve the practice environment. They help to develop a culture of learning and improvement, where staff are sufficiently supported, stretched, and mentored to meet their aspirations. • Practice supervisors shape and influence the culture of practice by providing a safe, calm, and well-ordered environment for all staff. They use resources to best effect and facilitate reflective discussions. • Practice supervisors promote reflective thinking and methods, supporting effective discussions between practitioners and other agencies, so that reasoned and timely decision-making can take place in practice. They are emotionally intelligent and use supervision to support practitioners in their own reflection. • Practice supervisors are knowledgeable in the legal, regulatory, procedural and performance frameworks within which they operate, are confident to support practitioners to navigate complex decisions within these frameworks and provide opportunities for staff to give and receive feedback. • Practice supervisors give social workers time and space to learn, observe the practice of others and to analyse what went well and what could be improved in their interventions. • Practice supervisors work with their peers across agencies to build relationships based on collaboration, understanding and shared practic