ngest when there is positive, collaborative working across different specialisms. The work they do can be demanding, complex and emotive, which means that leaders at every level of their organisation need to be aligned in their vision to support the workforce to be effective. Team managers have a vital role in providing day to day support and supervision, and across children’s social care, service managers, assistant directors, Directors of Children’s Services, Chief Executives and corporate and political leaders all have a part to play in resourcing the workforce and cultivating the working conditions and learning culture that help practitioners support children, young people and families. Practitioners are committed to supporting the families they work with, and constantly seek to improve practice in their area to improve outcomes. 5 Professional standards - Social Work England 26 Expectations for practice How senior leaders should support this enabler in practice • Leaders understand the complex realities of frontline practice. They consider their workforce their greatest asset and support them in delivering impactful services, which achieve the outcomes of the National Framework, as part of the long-term ambition for children, young people, and families to thrive. • Leaders prioritise consistency of practitioners for families and support all practitioners, including social workers, family support workers and personal advisers, to spend time with, and build strong and stable relationships with, children, young people, and families. • Leaders have a workforce strategy, commission services and recruit practice supervisors and practitioners with the knowledge, skills, and experience to deliver the outcomes set out in the National Framework. Leaders invest in practitione