10 minutes with Jason Cooke of Cheshire Ireland
Jason Cooke, Service Manager with Cheshire Ireland, the disability services and support organisation.
In his role as Service Manager with Cheshire Ireland, the disability services and support organisation, Jason Cooke has gained extensive experience in leadership and operations management, project management, strategy setting, and stakeholder engagement, primarily within the disability and children’s services sectors. His passion lies in advocating for inclusive practices that empower individuals with disabilities and vulnerable populations within their communities.
Prior to my employment with Cheshire Ireland, I worked as a child protection social worker for approximately ten years. This role was extremely challenging for many reasons, and I was feeling a little burnt out due to the embargo on recruitment and heavy workload and lack of support. In January 2013, I observed in a local paper that Cheshire Ireland was advertising for a service manager position in their Waterford service. After researching the organisation, I felt it could be a strong fit for me, as their core values were promising and they were a respected national charity who I was familiar with from my time in England. I began my first role with Cheshire Ireland in March 2013, and I haven’t looked back since.
The legacy and the values of the organisation were extremely compelling. Although my work is Irish-based, Leonard Cheshire has a global reach, and the opportunity to work for an international charity was too good an opportunity to turn down. Even with our global reach, Cheshire Ireland is still a developing organisation, so we are on a journey to grow beyond our legacy. It is also an organisation where you can put your personal stamp on the future outcomes for individuals and see the direct, positive impact of the work we carry out.
We are currently planning a holiday to Spain for a gentleman with cerebral palsy, who mobilises using a powered wheelchair. He is very eager to travel, but organising such a trip presents several challenges. Some airlines are unable to carry powered wheelchairs unless they fold to specific dimensions and have the appropriate battery type. Beyond this, we must also support a person with significant mobility needs to safely access an aircraft and ensure suitable equipment is available at the destination, such as a profiling bed, an accessible wet room, and other essential supports. In addition, we need to consider appropriate transport, full accessibility of the accommodation and resort, and the staffing required to support him throughout the trip.
I work with a great team of professionals, and the constantly changing dynamics and new challenges mean there is always something new and compelling to get excited about. The greatest reward is seeing the fruition of a multi-team project come to life and create meaningful change in the lives of the people we support.
The team at Cheshire Ireland is incredibly supportive and positive, and those key mindsets are what really drive the success of the organisation and local services. In a position like mine, you are not micromanaged. You can bring your own individuality to the table and, with the aim of achieving the end goal, express your own skills and passions to achieve incredible outcomes. Results are not driven by hitting a target on a spreadsheet but rather by achieving a successful life-changing outcome for an individual. The great thing is that you get to see the fruits of your hard work coming to life through real people and the support we bring to their lives.
One particularly compelling and rewarding experience involved working with a young man who had been residing in the National Rehabilitation Hospital in Dublin after sustaining a spinal cord injury and requiring a complex care support package to return home. Working in partnership with local agencies — and with him at the centre of every decision — we successfully coordinated this transition. Since then, he has completed his Green Certificate, secured permanent employment, and now uses a range of assistive technologies to support his daily living. He is also driving his own adapted vehicle, tailored to meet his physical needs. This month, he will even be driving me to the Spinal Cord Injuries – Empowerment Summit Conference.
“Be curious, not defensive.”
Curiosity keeps you learning, growing, and open to new ideas. Defensiveness shuts doors, stops progress, and closes off opportunities.
It would be to trust the learning process and not be afraid to ask for help. At the beginning of a career, there’s a natural pressure to prove yourself, to know everything, and to avoid mistakes. But real growth comes from curiosity, openness, and leaning on others’ experience. If I had understood earlier that asking questions is a strength — not a weakness — I would have learned faster, built confidence sooner, and formed stronger professional relationships.
If you are committed to improving the lives of people with disabilities, Cheshire Ireland is a positive organisation to join. If you want to make a meaningful difference, create lasting change, and have a real impact on those who are among the most vulnerable in society you will be given the opportunity and creativity to achieve this. You will also be treated with respect and supported on every step of your journey.
From my experience and learning, a successful Manager in disability services needs strong leadership skills and a truly person-centred approach. It’s important to be able to lead and develop teams, and to stay motivated as staff roles and people change over time. You must also ensure that services are safe and high-quality, which means being a visible presence in the service and staying connected to what is happening day to day.
Building good relationships with the people you support, their families, multidisciplinary teams, and outside agencies is essential. Good communication, problem-solving, and decision-making skills help you manage complex or unexpected situations. A strong understanding of safeguarding, regulations, and governance is also critical, along with a commitment to promoting independence, dignity, and inclusion. Above all, you need compassion, integrity, and the ability to create a positive culture where people can thrive and reach their goals.
There is no such thing as predictability in my work.
Life rarely follows a straight, predictable path, and this is especially true when working with the people that Cheshire Ireland supports. Working with people means working with complexity — different personalities, strengths, needs, emotions, histories, and aspirations. Nothing happens in neat boxes or clear formulas. Because of that, a rigid or black and white approach simply doesn’t work.
Supporting people with disabilities requires comfort with uncertainty, flexibility, and a willingness to adapt. Goals change, support needs shift, good days and difficult days come and go. Real progress often happens in small, nonlinear steps. When we “live in the grey,” we make space for individuality, creativity, and person-centred thinking. It allows us to move beyond fixed assumptions and instead respond to the real person in front of us — not a policy, a diagnosis, or a checklist.
In practice, this means being open, reflective, and willing to adjust our approach. It means recognising that there is rarely one “right” answer, and that dignity, independence, and empowerment often grow through flexibility, not firmness. When we let go of rigid expectations, we create opportunities for people to lead lives on their own terms — full of possibility, growth, and meaningful choice.
To this end I would say all Corporates should review and look to speak to us, this is a great way for them to fulfil their Corporate Social Responsibility requirements and make lasting partnerships. The definition of Corporate Social Responsibility refers to the strategies and practices through which a company conducts its business in a responsible and sustainable manner, aiming to benefit society, the environment, and all stakeholders, not just shareholders. CSR goes beyond legal compliance, emphasising voluntary actions that promote ethical behaviour, social accountability, and environmental stewardship. It reflects a company’s commitment to “doing good” as part of its core operations rather than as a one-time charitable act.
The title may sound a little controversial, but I learned a lot form the book by Mark Manson titled 'The Subtle Art of Not Giving a F*ck' because it encourages clearer boundaries, healthier prioritisation, and a more focused mindset. Its core message—choosing what truly deserves your energy — helps reduce burnout, manage stress, and avoid taking on responsibilities that aren’t yours. I found the book offered a refreshing perspective that supported my resilience, emotional wellbeing, and decision making.
