Careers involve ups and downs, but the main thing is to care about what you do
Anthony Douglas is chief executive of Cafcass
I've learnt to approach every day with humility as if I'm learning what to do from scratch. A career is made up of thousands of successful days and every day matters. I have always been driven to achieve, with a passion for what I do. A successful career does, however, depend on being driven without driving others to distraction. You have to love work with an equivalent intellectual and emotional intensity to other forms of love.
I've had three careers, so career changes, or changes within a sector or profession, can be important to make. A career is also like a snakes and ladders board, with most people's journey being up and down and sometimes erratic. Slipping back once or twice does not matter in the long run. Promotions often come from being in the right place at the right time and clicking with an interview panel through instant chemistry. For specific jobs, make sure you prepare – if you imagine yourself in the next job and practise what you would do in advance there is a high chance you will being doing it one day.
A successful career is also about successfully managing hundreds of short-term and long-term work relationships. From those relationships I've tried to learn from the best people around me. It's also important to observe and learn from those you do not wish to follow. In the end, though, a career depends on solid, continuous, good performance, especially today when anything less will be quickly found out.
Sandie Keene is president of the Association of Directors of Adult Social Services and director of adult social services, Leeds city council
True leaders are ambitious: for tasks and for their team's success. They know how to get the best out of people by leading, listening and empowering. Developing employees' careers is an important part of any leader's job and it's important that we all use our appraisals for an honest discussion of where our strengths and development areas lie; what are our targets, how to meet them and what support we need to do this.
If there's a single attribute necessary for reaching the top in social care it's the simple instinct of putting people first, caring about achieving outcomes and developing process and structure to support the effort. This is what makes successful social care workers think outside the box, create solutions, innovate and drive change.
Good leaders are often good team players and these are people who want for the team what they want for themselves. They are prepared to learn on the job and also use whatever learning opportunities arise. I have no formal management qualification but have taken advantage of many internal courses and have valued mentoring opportunities with many inspirational colleagues (as well as learning what not to do from observing poor leaders). I'm also a great believer in team development.
Every day I am inspired by people I meet: charismatic leaders; aspiring beginners; people with passion. Combine the three in one person and you have the perfect recipe for success on the adult social care career ladder.
Tony Hunter, chief executive of North East Lincolnshire council, will take on the role of chief executive of the Social Care Institute for Excellence (Scie) in January
I know quite a few people in major social care jobs, but not one will admit to having always aimed to be a big figure. Same for me really. When I started as a social worker in the late 70s, "management" was often a dirty word. But then, having become a principal social worker in the early 80s I was, I think, one of the first to take the Queen's shilling and get a diploma in management studies – though all in my own time and not seen as particularly relevant by more senior managers.
I'm glad I did though: it extended my horizons enormously to learn alongside people from other sectors. That experience taught me something just as valid today – to look at the world from the customer's point of view, not the organisation's. So much falls into place if you just hold on to that maxim.
I've moved around, different roles, levels, sectors, and not always promotion either. Periods with Barnardo's and with Pricewaterhouse health and social care consultancy have certainly complemented positions in five local authorities, but this was never a career plan as such. And joining Scie is set to be another great experience from which I'll learn more, I'm sure.
So to someone aiming for the top I'd say relax and don't be too naked about it! Learn all the time, put yourself about, seek new and different experiences, reflect on people's views and ideas – and always be known as someone who really does care and wants to make a difference. Values matter deeply in social work and social care, and must always shine through.
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Careers
Adult
Children
Work practices
Social care
Claire Burke
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