A residential group care facility serving abused children had encountered unprecedented changes both internally and in the community. These changes had been highly stressful for this agency, affecting the morale of those closest to the children, the Child/Youth Care Workers. To address these stressors, a strategy utilizing supportive, growth-oriented supervision was developed so as to: (1) deliver intensive support to Child/Youth Care Workers as growing professionals; (2) support positive adjustment to internal changes; (3) establish a trust-based relationship to agency program management; and (4) increase morale. The central component of the strategy was the development and supervisory support of mutually agreed upon professional growth goals. The application of this supportive supervision resulted in increases in the quality and quantity of communication between child/Youth Care Workers and the supervisor, heightened participation in decision making, greater trust, more appreciation of the individual and the employee, and improved morale. This system of supervision also fostered structure and objectivity in evaluations; professional growth plans were added to permanent personnel records which increased accountability and enhanced the objectivity of performance evaluations. Appendices include a calendar plan for implementation activities and the survey instrument. Contains 12 references. (RJM)