Coaching Supervision
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Transcript of Coaching Supervision
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Coaching Supervision
Sally Bernham Idyia Coaching and Development
April 19th 2012
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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
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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
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Experiences of supervision
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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
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‘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
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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
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Coaching Supervision - Maximising the Potential of Coaching, CIPD
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Complex Relationships
Internal Coach
Coaching Practice Manager
HR
Coaching Supervisor
Client’s line
manager
Coach’s line
manager
Client
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Supporting the Internal Coach
Alison Maxwell, Flying Under the Radar
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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
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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
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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
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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
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Considerations for Supervision of Internal Coaches
• Strategy and framework for supervision• Ethical guidelines• Management and monitoring• Confidentiality• Mandatory/optional• Ratio of supervision to coaching
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Best Format?
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Delivery Options• Internal supervisor• External supervisor• Collaborative arrangements
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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
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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?
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Transference
Parallel processes Counter transference
Developing the internal
supervisorReflective practice
Gestalt – self, presence
TADrama triangle
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Exploring collaborative supervision models and a role for the SDF
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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
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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
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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
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Want to discuss?Contact Sally BernhamTel: 01605 847589Mobile: [email protected] us on FacebookLike the page, to receive articles, insights and
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