1.8 Explain own role and responsibilities in establishing positive relationships within and beyond the organisation

This guide will help you answer 1.8 Explain own role and responsibilities in establishing positive relationships within and beyond the organisation.

In a leadership or management role within adult care, shaping positive relationships is central. The way you relate to staff, people who use services, their families, outside agencies, and the wider community sets the tone for everyone in your service.

Building trust, respect and open communication forms the foundation for these relationships. These skills and values are important inside the workplace and with outside stakeholders. Your example influences others and affects the culture and reputation of the service.

Why Positive Relationships Matter

Positive relationships improve outcomes for people who use services. They increase confidence, reduce misunderstandings, build supportive teams, and help solve problems quickly. Negative relationships, mistrust or poor communication can lead to mistakes, complaints, or distress for both staff and those using the service.

A manager’s approach to relationship-building influences how well staff work together. It shapes morale, retention, and the ability to work through challenges. When you show you value relationships, others are more likely to do the same.

Responsibilities within the Organisation

Your responsibilities within the organisation span across different groups.

Supporting Staff

You support, motivate, and guide staff. This means being approachable, listening, and responding to their concerns. Staff need to feel respected. They must trust that their manager values their wellbeing and professional growth.

Ways to shape positive relationships with staff include:

• Providing regular supervision
• Offering clear and honest feedback
• Recognising achievements
• Encouraging open discussion
• Resolving conflicts fairly

Poor management can lead to low morale, high staff turnover, and missed opportunities for service improvement. Good relationships with staff promote a positive atmosphere and improve care outcomes.

Leading by Example

Staff look to you for guidance on acceptable behaviour. Maintaining professionalism, showing respect, and following organisational values are vital.

Leading by example includes:

• Arriving on time
• Treating everyone with courtesy
• Communicating calmly under pressure
• Being open to feedback
• Maintaining confidentiality

Patterns set by leadership are copied across the team. Model the standards you expect in others.

Creating a Positive Team Culture

Team culture is shaped by everyday interactions. Shared values and expectations mean issues are addressed quickly and everyone feels involved.

How you can help build this includes:

• Organising team meetings
• Involving staff in decision-making
• Encouraging joint problem-solving
• Supporting team building activities

A strong team works better together, shares responsibility, and copes better with change.

Representing the Organisation’s Values

Your behaviour reflects the service’s core values, such as dignity, respect, and person-centred care. Making sure everyone is aware of, and works to, these values upholds the organisation’s reputation.

Share the organisation’s mission and values in meetings or communications. Remind staff that positive relationships are part of meeting Care Quality Commission (CQC) expectations.

Responsibilities with People Who Use Services

Relationships with people who use services shape their experience and wellbeing. Building trust and rapport builds confidence.

You do this by:

• Treating everyone as an individual
• Listening carefully to their needs
• Acting on feedback
• Being warm and approachable
• Keeping promises
• Acting promptly when concerns are raised

These actions show respect and value. They help to promote independence, choice, and dignity. Managers must train and remind staff to maintain these standards.

Working with Families and Advocates

Families, carers and advocates play a central part in a person-centred approach. Relationships here require sensitivity, especially if issues arise or difficult decisions need to be made.

Key actions include:

• Keeping lines of communication open
• Involving families in planning
• Respecting privacy and confidentiality
• Explaining decisions clearly
• Being open to feedback and complaints

Where appropriate, involve independent advocates who can support individuals’ rights and choices. Respect for families’ views, even when you disagree, helps build trust.

Building Relationships Beyond the Organisation

Care does not take place in isolation. Managers need to establish and maintain relationships beyond internal teams.

Working with Health Professionals

Contact with GPs, district nurses, social workers, pharmacists, occupational therapists and others is common. Good relationships with external professionals make transitions smoother and support better care planning.

Key responsibilities include:

• Sharing information accurately and securely
• Attending joint meetings
• Being well-prepared with relevant information
• Respecting others’ expertise
• Building trust through clear, prompt communication

This multi-agency working helps coordinate care, reduce duplication, and spot risks early.

Relationships with Regulatory Bodies and Commissioners

Building positive relationships with CQC, local authorities and commissioners is part of the management role. These organisations check quality and fund services.

Responsibilities here are:

• Presenting the service well during inspections
• Providing honest, accurate information
• Responding openly to recommendations or concerns
• Demonstrating how feedback from regulators leads to improvements

Positive, open relationships with oversight bodies build credibility and trust.

Community and Partner Organisations

Strong links with community groups, charities and support services benefit people who use your service. These might include day centres, local housing, befriending services, or transport providers.

Building these links means:

• Knowing what community resources are available
• Reaching out to other organisations
• Sharing best practice
• Attending local networking events

Positive links extend opportunities for people and support holistic care.

Practical Steps to Build and Maintain Relationships

Success comes from planned effort, not luck. Several practical steps help you shape and maintain positive relationships.

Good Communication

Clear, honest and open communication is the tool that underpins relationships. This includes:

• Listening actively
• Checking understanding
• Using plain language
• Being sensitive to cultural differences
• Communicating frequently, not just when problems occur

Communication should be two-way. Invite feedback from staff, people using the service, families, and external contacts.

Confidentiality and Trust

Keeping information secure and respecting privacy builds trust. Only share information with those who need to know and follow data protection law.

If you make a mistake, admit it quickly. People respect honesty. Covering up errors harms trust and relationships.

Making Time for People

People value managers who make time for them. Even short, regular check-ins can make a big difference.

Ways to show that you value relationships:

• Hold regular one-to-one meetings with staff
• Be visible and approachable in the service
• Respond promptly to queries
• Attend important meetings in person when possible

Problem Solving and Conflict Resolution

Disagreements can happen. How you handle them affects relationships.

Resolve issues by:

• Listening to all sides equally
• Staying neutral, not taking sides
• Seeking common ground
• Using mediation services if needed
• Following organisational procedures

Do not delay addressing problems. Small issues can grow if ignored.

Supporting Inclusion and Diversity

Positive relationships mean valuing and respecting differences. Inclusion covers ethnicity, disability, culture, faith, gender, and sexuality.

You must create a welcoming, inclusive environment by:

• Challenging discrimination
• Adapting communication for individual needs
• Supporting staff to access training about equality
• Celebrating important cultural events

Diversity brings new perspectives and improves care for everyone.

Monitoring and Improving Relationships

Your role involves regular reflection and improvement. Reviewing relationships helps spot strengths and areas to strengthen.

Ways to do this include:

• Gathering feedback from staff, families, and those using services
• Running satisfaction surveys
• Holding team reflection sessions
• Analysing complaints and compliments
• Acting on findings

Improvement is ongoing. Use what you learn to adapt your approach and share feedback with others.

Legal and Ethical Responsibilities

You are not only accountable to your organisation but must meet legal and ethical standards.

Key responsibilities include:

• Following the Health and Social Care Act 2008
• Meeting CQC standards and regulations
• Complying with the Data Protection Act 2018
• Respecting people’s right to make choices under the Mental Capacity Act 2005
• Preventing abuse and upholding safeguarding duties

Positive relationships support these responsibilities, and failure to maintain them could have legal consequences.

Personal Development

Developing your relationship and leadership skills is part of professional growth.

Progress by:

• Attending management and communication training
• Seeking feedback from colleagues and partners
• Reflecting on your strengths and development needs
• Learning from mistakes

This sets a good example and encourages a culture of learning in your team.

Final Thoughts

Shaping positive relationships within and beyond the organisation is a daily, ongoing process. You set the tone for the culture and the success of the team. You act as a role model, create a supportive environment, and reach out to external contacts to build trust and cooperation.

Showing respect, building trust, and setting high standards for yourself and others leads to meaningful and positive relationships. This results in better outcomes for both staff and those who use adult care services.