In England in 2010, the then Children’s Workforce Development Council introduced an initiative which aimed to support front line social work managers in the performance of their role. This article reflects on the way in which support was interpreted and implemented by the Children’s Workforce Development Council and the local authorities that participated in the project, but also the relevance of the project for the social work profession in England at the time.

The construction and implementation of the ‘Support to Front Line Managers Project’ was negotiated, iterative and contingent. However, in keeping with the aims of the project, relational and reflective methods of developing supervisory skills were deployed by local authorities.

In acknowledging the limitations of techno-rational systems of management, this article offers an interpretive case study of a national initiative which encouraged investment in reflective and relational approaches to performance enhancement. It highlights the interest in coaching, mentoring and action learning as developmental techniques, but also the significance of supervision to the identity of social work as a profession.