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Values can be heard to define because fundamentally they need to be felt.
Strong organisational values are a set of beliefs that ideally are shared across the entire organisation and felt by those supported by the organisations.
Values should be both a reality and an ambition, otherwise a value statement might feel empty. Values might ring hollow when there are stated but you cannot see them in actions and behaviour or when there is inconsistency.
Values should be loud and clear and felt sincerely – when they are, they have wide ranging benefits. They can attract the right people and help in recruitment; they provide the consistency that improves retention and they can help with decision making.
Most importantly though, they can make a difference for young people.
Values can be used as a shorthand for policies and procedures. With strong values, a quick decision can be made without referring to the complex service manual. Supporting young people means making lots of small decisions every day. Having the values ‘person-centred’ and ‘trust’ can change how those decisions are created, do you see the individual before you see a risk? Do you assess each situation uniquely or do you have blanket rules that each person has to follow? Are you allowing yourself to be flexible to meet the needs of young people?
Fundamentally, having a strong relationship-based culture within organisation is creating trust among team members and the space in which relationships can flourish.
One of the most important parts of having organisational values is making sure they are known. Being transparent about the values means that you and the organisation can be held accountable for them.
You might not have a values statement, but quite often the values are still implicitly defined. To evaluate and improve your values, mission, and vision, you could follow these steps:
The Real Advisory Group suggests the following values to be included: Example of relational values.
Values connect to several other guides in this toolkit, under the theme of relational organisations. How staff are supported, the approach to supervision and the way that performance management is embedded in the organisation all contribute to how values are expressed and felt by both young people and staff.
*Relationship-based practice is an approach that prioritises building trusting, consistent, and empathetic relationships as the foundation for support. *It recognises that meaningful change and positive outcomes are more likely when young people feel valued, understood, and safe in their interactions with adults. *It focuses on the quality of the human connection rather than solely on procedures, emphasising active listening, authenticity, and mutual respect.
*Trauma-informed practice recognises how common trauma is, and how deeply it shapes young people’s development, behaviour, and relationships. *It aims to create safety, avoid re-traumatisation, and promote resilience and healing. *Early experiences leave lasting marks on body and mind. Trauma-informed practice takes this knowledge and applies it so practitioners and organisations can build safe, healing spaces.
Introductions matter — when, how, and where they happen can shape a young person’s entire experience of transition. For young people in care, transitions are often the most difficult times, especially when they involve changes in trusted relationships. This guide looks at how to approach introductions and referrals through the lens of relational practice, focusing on building trust and avoiding unnecessary stress.
What do IT systems and relationships have in common? Both usually run in the background and are easily taken for granted. Yet, IT systems can have a big influence on the quality of relationships and relational practice in general.
One of the first things you learn when you start your job is when you need to arrive and when you need to leave. Have you ever considered that the pattern of your work affects the relationships you are building?
It is important to keep learning and growing. Recognise your staff’s value and expertise by developing internal training and discussion sessions. Enable staff to learn and train more. Training should not be a tick-box exercise but a place for growth and reflection.
As is often said, hurt people hurt people – it is even more important to consider the flipside: supported people support people. Working with young people and caring for them can be a demanding role, especially in under-resourced and stressful environments. A truly relational organisation also invests in the relationships between managers and staff, creating a positive environment for everyone.
Relationships are shaped by the culture of organisations. Sometimes one person who ‘doesn’t get it’ can create relational barriers for an entire team. So, it’s easy to see why recruiting the right people is critical to create and maintain a relational organisation.
Strong relationships take time, effort, and trust. For young people with care experience, this can be more complex, requiring patience, consistency, and a clear sense of boundaries. With the right approach, you can build positive, lasting connections that support the young person’s growth and relational skills.
Relationships are essential to all parts of life and encompass both our professional and personal lives. They are a vital part of the support networks for our young people and the stronger the relationship the better we can all do our jobs, perhaps making them feel less like a job and more like a vocation. And perhaps more importantly, the stronger the relationship the more important a young person might feel.
