Reflective supervision is a relationship-based supervisory approach that includes regular meetings with an emphasis on reflection. In this model, the primary aim of the supervisor is caring for and understanding the staff member. By building a trusted and collaborative relationship, the supervisor is able to support the staff members professional growth, enhances the program quality, and strengthen overall practice.

Both direct service providers and administrators identified reflective supervision and consultation as valuable supports they wish were available in more programs. Administrators who continued to offer reflective supervision reported that it was a key factor in improving staff retention.

AN ADMINISTRATOR’S PERSPECTIVE

“We also saw our turnover rate significantly decrease after implementing reflective supervision. The programs that fought against doing it did not have significant decreases in turnover. It was a stark, cultural contrast in our organization when we saw a big portion of the organization doing reflective supervision, and another portion of the organization that was not and that data still holds true. Even today, when you look at the trends in the data, it's interesting.”

A DIRECT SERVICE PROVIDER’S PERSPECTIVE

“Once a month a mental health consultant joined us on case conferences. It was so helpful. That was one of the things that kept me going.”

Participants emphasized the need for informed and supportive leaders who truly understand the work. Key traits of effective leadership included trusting staff as experts, providing emotional support, avoiding micromanagement, and having direct service experience or staying connected to frontline work.

AN ADMINISTRATOR’S PERSPECTIVE

"If we don't have solid or reliable leadership that provides support and recognition of what's going on within our communities and the work that we're doing, it's easy to feel overlooked."

A DIRECT SERVICE PROVIDER’S PERSPECTIVE

“I would make sure that leadership understands the work and they don't forget how difficult it is to be on the ground if they're gonna supervise people. They at least have to have an idea of the work we're doing because we have people with business degrees telling people in mental health how to run a session and how to save money, and that just doesn't work.”

Participants identified time as both a challenge and a strength. Many expressed frustration with high caseloads, which left little time for administrative tasks, professional development, or pursuing the education needed for career advancement. In contrast, those with balanced job responsibilities and sufficient time to maintain a healthy work-life balance reported greater job satisfaction.

A DIRECT SERVICE PROVIDER’S PERSPECTIVE

“It's really hard managing bigger caseloads. It requires time to put in the hours for training and to do all the things. You need to be working somewhere that they value that and are willing to make it a priority for staff.

AN ADMINISTRATOR’S PERSPECTIVE

“Part of my job is to assist in supporting time off request by backfilling roles, as well as helping have a supportive work space, so that being out sick for you or your family is not frowned upon. I have to trust my team to do the work and not micromanage. Understanding the members of my team are not interchangeable or replaceable.”

Career advancement typically involves moving into a role with greater responsibilities, often accompanied by higher pay. However, direct service providers expressed frustration that increased responsibilities do not always lead to higher compensation. Similarly, pursuing an advanced degree does not necessarily result in a pay increase. The two primary pathways identified as leading to higher earnings were transitioning into an administrative leadership position or, for licensed mental health professionals, opening a private practice. However, the skills required for management roles often differ significantly from those needed in direct service. Many individuals expressed a desire for a career pathway that would allow them to continue working directly with clients while also earning a higher wage.

AN ADMINISTRATOR’S PERSPECTIVE

“Maybe our role is to launch people into the community, or launch their careers, rather than keep people here the whole time. We're working with a particular population of team members, what's our role in their career trajectory? When are people coming into their careers? What's happening during their time that they're here? A lot of times people are leaving and they're doing it in this shroud of secrecy, because they've opened a private practice. They don't want to tell you. What if we celebrated that instead of becoming frustrated, by owning who we are and who we are not. If this is part of someone's career path, what is gonna best serve them and how do we get really good at that?”

A DIRECT SERVICE PROVIDER’S PERSPECTIVE

“It’s a double edged sword. When I asked my administration if I would earn more money if I completed a Master’s degree, the answer was no. Even if I went through all of that work and had a whole other degree to add to my repertoire, I wouldn’t make any more dollars per hour. That’s a big reason to not go through all that work. I’m not interested in leaving, but it’s a hard decision. “

Both providers and direct supervisors emphasized the importance of a positive work culture that supports everyone’s emotional well-being. This includes fostering connections among coworkers and acknowledging the challenging nature of the work. Many individuals cited this emotionally supportive environment as a key reason they choose to remain in the field.

A DIRECT SERVICE PROVIDER’S PERSPECTIVE

“Having a support network has helped me to stay, because some days it is really hard. Having coworkers and supervisors that are supportive of me, that listen and help me get through those tough times, they help me stick with it.”

AN ADMINISTRATOR’S PERSPECTIVE

“You don't see the early learning specialists around the office much, but when they gather, the spirit of the office changes. The way they do their weekly meetings is different. One of them will bring lunch and then we all sit down and eat and discuss. It is totally different and the entire organization can see that change.”