Staff have co-designed a series of radically different approaches to how they work and interact with each other. If we are serious about authentic, human relationships being at the heart of the efforts to support the people we care about, then we must apply the same principles to our colleagues.

Here are the techniques we have used to support relational working with staff…

Why we use these practices at Changing Futures Northumbria

Why we use one-page profiles

At Changing Futures Northumbria, we believe that people flourish when they feel seen, heard and understood. Relational work includes our relationships with each other and one-page profiles give us a head start on learning about each other. They are a simple but powerful way of capturing what matters to someone - what’s important to them, what people appreciate about them, and how best to support them. 

We use one-page profiles with each other. They enable us to move away from assumptions and instead build a shared understanding of each other as human beings. 

In practice, these profiles foster stronger relationships, improve team dynamics and make support for each other more person-centered. One-page profiles are a cornerstone of how we honour individuality, build trust, and work in partnership. They reflect our belief that better relationships lead to better outcomes, and that every person deserves to be known for who they are, colleagues as well as people we support.

Why we use team agreements

At Changing Futures Northumbria, we know that great work happens in teams where people feel safe, trusted, and respected. Team agreements help make that possible. Rather than leaving expectations unsaid, we bring them into the open. We create them together, as a team, so that everyone has a shared understanding of how we want to work with each other.

These agreements are human, practical commitments to one another - things like how we give feedback, how we make space for different views, how we repair trust when something goes wrong. They are based on what matters to the team and grounded in our values.

When people co-create agreements, it builds psychological safety. It means no one has to guess what’s okay and what’s not. It becomes easier to speak up, take risks, and ask for help. These are essential ingredients in complex, relational work - where change is rarely linear and where people bring all kinds of experiences to the table.

Team agreements also help us deal with challenge. In intensive work its easy for stress and assumptions to cloud communication. Clear, compassionate agreements give us something to return to - a way of checking in, naming tensions early, and resetting with care.

At Changing Futures, we use team agreements because they create the conditions for people to do their best work. They foster honesty, care and collaboration. And they help us model the kind of relationships we want to build with the people and communities we support.

Why we use the outcome and support sequence

Relational work starts with what matters to the person, and purpose is central to the Liberated Method. We use the Outcome and Support Sequence to discover a range of ways to support the person to move towards their purpose and outcome. 

Using a specific sequence, with AI as a ‘thinking partner’ means that we always explore the potential of technology, and what is available in communities as well as over opportunities. The process includes ranking the potential ideas for making change towards the persons purpose and outcomes. From there, we explore with the person which of the creative solutions they want to try, and at what pace.

The process also supports clearer planning and accountability. Everyone involved knows what the person is working towards and how support aligns with that. It becomes easier to see progress, adapt when needed, and keep the focus on what’s most important.

We use the Outcome and Support Sequence because it reflects our core belief: people should lead their own lives. Services should be there to walk alongside, not take over. And meaningful outcomes are only possible when they are defined by the person themselves, based on a range of possible options.

Why having a playbook matters

Relational work is dynamic, messy and often unpredictable. That’s why we need something that helps us stay grounded in the values while adapting to whatever the day brings. Our playbook helps us do just that. It’s not a rigid manual. It’s a living, evolving guide that brings together the key tools, approaches and principles that shape our way of working. It’s written by and for practitioners - a shared resource we can return to, learn from, and build on.

The playbook is shaped by lived experience, frontline insights, and collaborative learning. It grows as we grow. And because we all contribute to it, it reflects the diversity and richness of the work we do.

Having a playbook means we don’t have to start from scratch every time. It helps new team members get up to speed. And it makes the invisible work of relational practice more visible, which in turn makes it easier to value and sustain. It’s one of the ways we make sure that the way we work reflects what we believe.

For more information contact helen@helensandersonassociates.co.uk

Why we use Confirmation Practices

At Changing Futures Northumbria, we know that clarity and trust are essential when working in complex and relational ways. Confirmation practices help us build both. Originally developed by Andy Brogan, we us Role based Confirmation Practices in our one-to-ones to reflect on how we are doing in our roles and to set a goal to keep improving.

We also use them to reflect on how we are living our Team Agreements. These practices help us pause, check in, and align. They give us a chance to be deliberate - to name expectations, reduce ambiguity, and build stronger foundations for working together.