Setting Yourself Up for Success
The first 90 days as a care home manager set the tone for your tenure. Resist the temptation to make immediate changes. Instead, focus on understanding the home, building relationships, and identifying priorities before taking significant action.
This guide provides a structured approach to your first three months, helping you balance immediate needs with longer-term planning.
Days 1-30: Listen, Learn, and Assess
Understanding the current state
Meet every resident
Learn names, preferences, and care needs
Meet all staff individually
Understand their perspective and concerns
Review last CQC report
Understand current rating and any action plans
Audit critical documentation
Care plans, risk assessments, medication records
Observe care delivery
Watch shifts, mealtimes, medication rounds
Meet key stakeholders
Families, GPs, commissioners, local authority
Understand the budget
Review financial position and key cost drivers
Days 31-60: Quick Wins and Priorities
Building credibility through action
Address obvious gaps
Fix documentation issues, safety concerns
Establish regular meetings
Staff meetings, handover structure, supervision
Implement quality monitoring
Start regular audits and walkarounds
Build key relationships
Strengthen GP links, family communication
Start 1:1 supervisions
Begin with senior team, cascade through
Review staffing model
Assess dependency, rota effectiveness
Communicate your vision
Share priorities with team and families
Days 61-90: Strategic Planning
Setting direction for the future
Create improvement plan
Prioritised actions with timescales
Set quality objectives
Measurable goals for each CQC domain
Review team structure
Roles, responsibilities, development needs
Establish governance
Audit schedule, meeting calendar, reporting
Technology assessment
Evaluate systems and identify improvements
Budget planning
Project costs, identify efficiencies
Celebrate successes
Recognise team achievements and progress
Key Relationships to Build
Your Team
- Deputy manager and senior carers - your leadership team
- Frontline staff - understand their challenges
- Night staff - often overlooked but essential
- Kitchen, housekeeping, maintenance - the whole home
Residents and Families
- Take time to know each resident personally
- Be visible and accessible to families
- Establish regular communication channels
External Stakeholders
- GP practices - crucial for clinical care
- Local authority - commissioners, safeguarding
- CQC relationship manager
- Community links - volunteers, local groups
Common Mistakes to Avoid
- Changing too much too fast: Build understanding before making changes
- Criticising previous management: Focus on the future, not the past
- Hiding in the office: Be visible on the floor
- Ignoring concerns: Listen to what staff tell you
- Neglecting self-care: Pace yourself for a marathon, not a sprint
Questions to Ask Yourself
At the end of each month, reflect on:
- Do I know every resident by name and their key needs?
- Have I built trust with the team?
- Do I understand the home's strengths and weaknesses?
- Am I clear on the financial position?
- Have I identified the biggest risks?
- Is there a clear plan for improvement?
Related Management Guides
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