Individual supervision of coaches and managers
Tips on getting the most from Coaching Supervision :
• Always prepare an Agenda of what you want to discuss
• Keep notes about what takes place in the coaching supervision
• Ensure that you and your supervisor set regular dates, regularity is a key word
• Review if your development needs are addressed in the supervision
• Work on evolving what you find most difficult
Supervision is a relatively new and growing field. I believe that coaches are sometimes under the miguided belief that it is only useful when a problem arises. However, this is far from the case.
Supervision develops awareness of the “lens” through which we look, so that interventions benefit from paying attention to all that may be going on inside us, as we work with our coachees, staff or clients. The supervision should then aim at learning us more about the impact that coachees, staff or clients have on us. Through this awareness and we can then sometimes decide to respond differently.
Today also more and more leaders decide to be in a regular supervision, this is largely related to a place of confidentiality were self-reflection can be done at no risk.
Next to my coaching and psychological work I work with individual supervision of coaches and managers.
My supervisor practice reflects my work as a coach and is therefore characterised by insight, rigour and warmth. My aim in the supervision is to help the coaches and managers I supervise to:
◦ Deliver a consistently high standard of coaching and professionalism
◦ Adhere to a relevant code of ethical behaviour (such as that of EMCC).
◦ Understand the limits of their competence and know when and how to refer their clients to other professionals where appropriate.
◦ Develop their capacity to make sense of the client’s organisational and internal worlds by drawing on conceptual frameworks.
◦ Review and work on evolving their coaching technique.
◦ Deepen self-awareness, gain insight into strengths and weaknesses and address any blind-spots that may be limiting the impact of their work.
In addressing these aims, I draw on my own experience in the coaching, managerial and organisational fields. While discussion will focus mainly on the concrete cases being presented during supervision, I will keep the coachs’ or managers’ own development needs and profile in mind.
If you are thinking of becoming an accredited coach, you will also find that it is increasingly being expected that coaches have some form of supervision as part of their commitment to professional best practice.
To be able to offer supervision I am, next to my official psychology training and dipolmas, myself in continuous and regular supervision (individual and group supervision). My own supervisor is Mme Catherine Caillard, based in Paris.