Keeping Your Support Team on Track and Working Well

When you think about support, most people imagine one worker showing up, doing their shift, leaving, and that’s it. But the truth is, leaning on just one paid worker can be risky. People get sick, they move away, sometimes they just don’t fit. That’s where the idea of a team comes in. A proper support team isn’t just for the sake of having extra people, it’s for safety, variety, and balance. More eyes, more ears, more people watching out means less chance of poor treatment, mistakes, or someone being left in a vulnerable spot.

It’s also about the other meaning of team. Team as in group effort. Shared responsibility. Workers who can back each other up instead of working in isolation. Even if you only have two workers, plus yourself keeping an eye on things, that still counts as a team. And like any team, it doesn’t run itself. Somebody has to manage it. Sometimes that’s you. Sometimes it’s a provider. Sometimes it’s shared. But it’s always needed.

Managing a Team – Not as Easy as It Sounds

Managing people never comes without effort. It can feel heavy. You will be running around trying to cover shifts, straighten out misunderstandings, iron out personality conflicts, remind people of what is expected. However, when it works, it is fulfilling. You get to see people showing up on time, knowing where they are going, showing respect to you or your loved one. It pays off.

The size of the team matters too. A team of two workers needs less coordination than a group of five. But even with a small team, issues can show up. That’s why whoever manages needs to think of themselves not just as someone paying workers, but as a supervisor.

And don’t be surprised if you feel stretched. You’ll end up using soft skills you might not even know you had. Patience. Emotional intelligence. Problem solving. Sometimes a bit of diplomacy if workers don’t agree. If your workers are engaged through the NDIS, there’s also the question of how the plan is managed.

• Agency managed: every worker has to be from an NDIS registered provider. Less flexible but easier rules.
• Plan managed or self-managed: more choice, but more effort to make sure workers are suitable and paid correctly.

Some families choose one pathway, others mix. A worker through Support Network, another through a local agency, maybe a friend employed casually. More choice can be good, but it also means more coordination for you.

Who Actually Runs the Team?

This is one of those questions that do not have one answer. Some individuals prefer to be involved in all the matters, sitting down to make rosters, deciding who works and when, setting expectations, even the way workers dress or talk. Others prefer to hand it all off to the service provider, the plan manager, or a support coordinator.

If you are the one running it, remember it’s not selfish to set standards. Workers being on time. Workers dressing appropriately. Workers using respectful language. Workers sticking to what the job actually is. That’s not over the top, it’s fair.

It’s also fair to set hard boundaries, and these can be really simple:

• No smoking in your home or car.
• No alcohol during shifts.
• No running personal errands while on the clock.
• No catching up with mates on your time (unless you’ve asked them to help build social circles).

Clear rules make the job easier for everyone. Workers know what’s expected, you know what’s acceptable.

Bringing in a Team Leader

Some teams benefit from having a leader. Someone you trust who can take a bit of pressure off you. Call them a lead worker, key worker, team leader, whatever name fits. Their role is to guide the others.

They can:

• Help with rosters
• Run quick catch-ups
• Support new staff in buddy shifts
• Step in when someone’s away
• Keep things consistent

This role works best when the person is also a regular worker, not an outsider. That way, they understand the person being supported, not just the paperwork.

But be careful. Not everyone is cut out for leading. Some workers won’t want the responsibility. Others may struggle being promoted above their peers. Writing out a clear role description helps avoid confusion. The NDIS Quality and Safeguards Commission has resources that outline what’s expected from workers, and they can guide you if you’re shaping a leadership position.

Holding a Team Together – Cohesion

Cohesion is the word people use to describe how well a team gels. It doesn’t come automatically. A worker might know what their own shift involves, but not what others are doing. That gap can create problems.

Every time a new worker joins, it’s worth revisiting the basics. Who does what. What the goals are. Maybe the goal is to support someone in learning to cook. Maybe it’s supporting independence in the home. Maybe it’s about joining community activities. Whatever it is, all workers need to know it.

And here’s the challenge: many workers never overlap. One does mornings, another evenings, another weekends. They never meet. To bridge that, you may need to create regular check-ins. Team meetings if possible. Zoom calls. WhatsApp chats. A simple group email thread.

Sharing wins matters too. If the only time people talk is when there’s a problem, the whole thing feels negative. Talking about small successes keeps morale alive.

Communication – Passing the Right Messages

Good communication is what stops things slipping. It’s not only about you telling workers what to do. It’s about workers updating each other.

A few ways this can be done:

• Communication book in the home
• Email or group chat if everyone’s okay with it
• Apps that help track shifts and notes
• Support Network Team Chat, which allows live updates between workers

Details matter. A short note saying “client seemed tired today” or “doctor changed medication” can save the next worker from walking in without knowing what’s happening.

If you want to learn more about inclusive and respectful communication, the Australian Human Rights Commission has useful guides that apply to support work too.

Supporting Workers So They Support You

Support is two-way. Workers give their best when they feel supported. That means letting them know they’re not alone, reminding them that it’s okay to ask questions, showing appreciation when things are done well.

Training also shows you care. Offering chances for workers to attend courses, whether it’s on disability support, first aid, or even just learning new skills. Training helps them, and it helps you.

The Department of Social Services shares resources about workforce skills and sector development, which can be useful if you’re looking for training options.

Keeping It Going Over Time

Teams change. Workers leave, new people join, rosters move around. Management isn’t something you do once, it’s ongoing. Checking in. Adjusting. Making sure goals are still at the centre.

That might mean revisiting non-negotiables. Maybe reviewing how communication is being handled. Making sure new workers understand expectations from the start. Recognising when the team is working well.

Small things matter more than people think. Saying thank you. Acknowledging effort. Keeping feedback flowing. These are what hold a team together in the long run.

Wrapping Up

Running a support team takes energy. It takes time. It can feel frustrating at times. But it’s worth it. A well-managed team means the person at the centre gets consistent, respectful, empowering support. Workers feel clear and supported. And you, whoever you are in control or merely supervising, can relax knowing that the team is working.

It does not have to be perfect. It does not have to be refined. The important thing is straightforward expectations, equitable rules, and communication. Then the team can stand together.