By Stacey Starr, Positive Behaviour Support Practitioner
No Typical Day in PBS
There’s no such thing as a typical day in Positive Behaviour Support (PBS). Plans can shift quickly depending on the needs of the people we support, so flexibility, prioritisation, and strong professional judgement are essential. My role spans detailed analysis, multidisciplinary collaboration, and hands-on practice within services – reviewing PBS plans, analysing incidents, and ensuring approaches are consistent, evidence-based, and person-led.
However, the most important part of my role is spent alongside teams. I take an “eyes on” approach – observing interactions, supporting staff, and identifying where small, practical changes can have a meaningful impact. This might involve strengthening communication approaches, improving access to meaningful activity, or increasing opportunities for choice and autonomy. Often, it is these small, intentional adjustments that make the greatest difference to someone’s quality of life.
Looking Beyond Behaviour
At its core, PBS is about understanding the person behind the behaviour. Behaviour is communication, and it is our responsibility to understand what that communication means. This requires looking beyond the immediate behaviour and considering the wider context – communication needs, sensory differences, trauma, physical and mental health, and environment. There is no “one size fits all” approach; effective support is always tailored and evolving.
The Importance of Collaboration
Collaboration is fundamental to this. The most effective PBS approaches are those developed in partnership with the individual, their family, staff teams, and other professionals. Families bring invaluable knowledge, often built over many years, and when they feel listened to and involved, outcomes are stronger and more sustainable.
Supporting Staff to Support Others
Equally, frontline staff are central to success. They are the people providing support every day, often in complex and emotionally demanding situations. A plan alone does not create change – confidence and understanding within the team does. I place strong emphasis on ensuring staff not only know what to do, but also understand why it matters. When staff feel supported and empowered, practice becomes more consistent, and the quality of support improves.
PBS is sometimes misunderstood as simply managing behaviours of distress, but in reality, it requires a high level of professional expertise. It involves critical thinking, continuous analysis, and the ability to synthesise information from multiple sources to develop safe, ethical, and effective support strategies. It also requires emotional intelligence – understanding people, building trust, and supporting others through challenging situations.
What Success Really Looks Like
Success in PBS is often defined by small but significant changes. It might be someone making more independent choices, engaging in meaningful activities, building positive relationships, or feeling calmer and more secure in their environment. These moments may appear small, but they represent meaningful improvements in quality of life.
For me, the most rewarding part of the role is seeing those changes happen – not just for the individuals we support, but within staff teams as well. When a team moves from feeling unsure to truly understanding the person they support, you often see a shift in the culture.
Why Positive Behaviour Support Matters
Real, lasting impact comes from consistency, collaboration, and trust. By working alongside staff, valuing their insight, and building shared understanding, we create environments where people can feel safer, more independent, and more in control of their lives.
That, ultimately, is what PBS is about – and why it matters.
