Coaching Supervision

Sally Bernham Idyia Coaching and Development

April 19th 2012

Aims• Review models of and strategic approaches to

supervision for internal coaches• Discuss case studies from the university and private

sector• Share good practice in and the challenges of

implementation of supervision programmes• Consider the possibilities for collaborative initiatives

The rise of the internal coach –flying under the radar?

• Cost effective• Detailed organisational insight• Closer management of the process• Rise of ‘manager as coach’• Part of the ‘day job’/part of formal role/ full time

resource• Crisis intervention/developmental/change agent• Use of external coaches at senior level

Experiences of supervision

What do we mean by supervision?‘Coaching supervision is a formal process of professional support, which ensures continuing development of the coach and the effectiveness of his/her coaching practice through interactive reflection, interpretive evaluation and the sharing of expertise.’

Bachirova, Stevens and Willis

‘Supervision is a place where a living profession breathes and learns ... supervision can be a very important part of taking care of oneself, staying open to new learning, and an indispensable part of the coach’s on-going self-development, self-awareness and commitment to learning.

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 and Shohet

Qualitative – alignment with ethical standards and organisational objectives

• Developmental – to better understand the client, dynamics of the relationship, and interventions

• Resourcing – emotional support

Functions of Coaching Supervision

Hawkins and Smith

Coaching Supervision - Maximising the Potential of Coaching, CIPD

Complex Relationships

Internal Coach

Coaching Practice Manager

HR

Coaching Supervisor

Client’s line

manager

Coach’s line

manager

Client

Supporting the Internal Coach

Alison Maxwell, Flying Under the Radar

Managing a supervision programme

• Requirement of practice• Mix of individual, peer and group supervision• Used for both coaches in training and qualified• Ratio of 1:8 supervision to coaching• Formal - face to face, informal - email and telephone• Preparation of coaches for supervision• Peer supervision for supervisors

Outcomes of Supervision

• Highlighted qualitative, developmental and resourcing functions

• Value of reflective space to be challenged, validated and held accountable

• Peer and group sessions developed a strong community of practice

• Supervision needs to change over time• Generated important organisational learning

Supervision and coaching maturity

•‘Master’ coach – autonomous, aware and insightful

•Challenging, higher level working

•Inexperienced coach – over-confident, overwhelmed

•Supportive, space to learn from mistakes, process focus

•Coach in training -anxious, dependent, self focused

•Reassurance, positive feedback, mentoring

• Experienced coach – process centred, developing insight• Collegial, supportive, process, self and relationship focus

Hawkins and Shohet

Supporting internal capacity • Comprehensive phased long term commitment• Large scientific research organisation, highly regulated• Cultural change through coaching• Training ‘champion’ coaches (ILM 5)• Coaching senior leaders• Developing their coaching skills (all) (ILM 3)• Training as an internal coach (optional)• Supervising coaches in training• Phased exit

Considerations for Supervision of Internal Coaches

• Strategy and framework for supervision• Ethical guidelines• Management and monitoring• Confidentiality• Mandatory/optional• Ratio of supervision to coaching

Best Format?

Delivery Options• Internal supervisor• External supervisor• Collaborative arrangements

Seven-eyed Supervision Model1. The client’s system2. The coach’s interventions3. The coach-client relationship4. The coach’s experience of

coaching5. The supervisory relationship6. The supervisor’s process7. The wider organisational

contextHawkins and Shohet

Using the Model

What questions could you use from the different perspectives of the 7 Eyed Supervision model to explore the coaching issue brought to supervision?

Transference

Parallel processes Counter transference

Developing the internal

supervisorReflective practice

Gestalt – self, presence

TADrama triangle

Exploring collaborative supervision models and a role for the SDF

Further Reading• Supervision in the Helping Professions, Hawkins and Shohet,

2000• Coaching Supervision - Maximising the Potential of Coaching,

Hawkins and Schwenk, CIPD, 2006• Hawkins and Smith, Coaching, Mentoring and Organisational

Consultancy: Supervision and Development, 2006• Coaching Supervision: Analysis of Survey Findings, 2007• Towards a Systemic Model of Coaching Supervision, Gray, 2007• Coaching and Mentoring Supervision Project, Association for

Coaching, Association for Professional Executive Coaching and Supervision, EMCC, International Coaching Federation, 2008

Further Reading• Guidelines on Supervision, European Mentoring and Coaching

Council• Developing Coaching Supervision Practice, Armstrong and

Geddes, International Journal of Evidence Based Coaching and Mentoring, 2009

• Developing Coaching Supervision Practice, Armstrong and Geddes, International Journal of Evidence Based Coaching and Mentoring, 2009

• Coaching Supervision: A Practical Guide, Ed, Stevens, 2009• Supervision in Coaching, Ed, Passmore, 2011

Resources• Association for Coaching, Coaching Supervision DVD• Self-assessment Questionnaire for Supervisors, Bath

Consultancy Group• International Coaching Supervision Conference , 2011http://business.brookes.ac.uk/commercial/coachingmentoring/coaching-supervision-conference/2011• 2nd conference 23rd June2012http://business.brookes.ac.uk/commercial/coachingmentoring/coaching-supervision-conference

Want to discuss?Contact Sally BernhamTel: 01605 847589Mobile: 07773950561sally.bernham@idyia.co.ukwww.idyia.co.ukFind us on FacebookLike the page, to receive articles, insights and

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