Supervision for Coaches, Consultants and Mentors

Supervision in context

Supervision is a word that has a different meanings depending on the context and in some instances there are disagreements about what it means even in a given context. It is also a word often used where the context is not explicitly stated, often assumed and influenced by your own work experience.  This in turn can result in misunderstanding and confusion.  The aim of the document is to provide a simple exploration of the term supervision; it is intended to be informative and not exhaustive.

A definition of  “Supervision” (Management)

One context for Supervision is in the organisational context; this could be referred to as “Management Supervision”, in some organizations it is seen as the first step on the ladder of the management structure.  The Supervisor will traditionally have direct responsibility reporting into the organisation and with individuals reporting into the supervisor.  The functions to be performed will be similar to the following;

Administrative - the promotion and maintenance of good standards of work, co-ordination of practice with policies of administration, the assurance of an efficient and smooth-running operation (Kadushin's 1992)

 Educational - the educational development of each individual worker on the staff in a manner calculated to evoke her fully to realize her possibilities of usefulness (Kadushin's 1992)

 Supportive - the maintenance of harmonious working relationships, the cultivation of esprit de corps  (Kadushin's 1992)

 In summary, “Directing people at work”.  Management in contrast would involve the “Planning and Control of work”.  Note, a manager does not necessarily have direct reports.

A definition of “Super-Vision” in Coaching, Mentoring and Consultancy (Non-Management)

A structured formal process for coaches, with the help of a coaching supervisor, to attend to improving the quality of their coaching, grow their coaching capacity and support themselves and their practice. Supervision should also be a source of organisational learning. (Hawkins and Smith 2006)

The functions to be performed will be similar to the following;

 Qualitative - gaps in training, blind spots and vulnerabilities (Hawkins & Smith 2006)

 Developmental – developing skills, understanding and capacities (Hawkins & Smith 2006)

 Resourcing - responding to the effect of the emotions of the client (Hawkins & Smith 2006)

Why is it important?

When we stop developing ourselves, we stop being effective at developing others; and when we are most alive to our own learning is often when we are of most value to others. (Hawkins & Smith, 2006)

A Systems Perspective

One model provides seven differing perspectives for Supervision

This model helps to illustrate the main processes, elements and interconnections in and between the Client, Coach and Supervisor. The Client, Coach and Supervisor all also belong to a larger system and this needs to be considered as part of an on-going Supervision relationship. The term Coach could be replaced with the term, Consultant or Mentor.

	The Focus of Attention
	Client, Coach and Supervisor	Relationship
	Client What and how they present, the actual phenomena of the session	Coach–Client Evaluation of the relationship consciously and unconsciously between the Client and the Coach
	Coach’s Interventions Explore the strategies used with the Client
	Coach Supervisor concentrates on how the Coach is consciously and unconsciously affected by the work with their clients
		Coach–Supervisor Evaluation of the relationship between the Coach and the Supervisor as it is enacted during the supervision session
	Supervisor Primarily paying attention to their own current experience during the supervision session
	The Wider Context   The Client, Coach and Supervisor processes operate within a broader context / environment.

 

This illustration has been developed based on the work of Hawkins & Smith (2006) in the publication “Coaching, Mentoring and Organisational Consultancy” from a model referred to as the “7-Eyed Process Model of Supervision” or alternatively the “Seven modes of supervision”. If you would like to know more about the 7-eyed model of Supervision we recommend you purchase the book “Leadership Team Coaching” (978-0335218158).  http://www.amazon.co.uk/dp/0335218156

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