What is Supervision? “ A working alliance between a supervisor and a worker in which the worker can reflect on herself and her working situation…the object of this alliance is to maximise the competence of the worker in providing a helping service.” B. Proctor

Counselling Supervision Supervision within counselling is based on a ‘developmental’ rather than a‘deficiency’ model of the person. In other words, counselling supervision is not about ‘policing’, where the emphasis is solely on ‘checking up’ on you. Instead, the aim is to develop a relationship in which your supervisor is regarded as a trusted colleague who can help you to reflect on all dimensions of your practice and, through that process, to develop your counselling role. BACP GUIDANCE S1

How Much Supervision? In assessing how much supervision you need remember that counselling supervision has a distinct function and it must be separated from ‘management support’. Counsellors must have sufficient specific supervisory time, in order for them to maintain their well being. BACP GUIDANCE S1

How Much Supervision? CONSIDER: Type of work being undertaken Caseload Your own level of experience The experience of the supervisor Their theoretical orientation BACP GUIDANCE S2

Supervision Should Not Be… Optional “Just a chat”or counselling Telling people off or what to do Unfocussed or without boundaries Appraisal A way of meeting the supervisors needs

Supervision Should Be… Constructive Relevant Planned Regular & on going as part of a complete process Two way process Taken Seriously

Supervisors Need… To be approachable To listen & communicate effectively To have knowledge of job / area of work To share their knowledge & experience To be able to challenge supportively To have good problem solving skills To be able to praise & criticise constructively To be able to plan To empower & enable others

Forms of Supervision Individual Group Peer

A Model of Supervision F.N.R.M.A. Formative – Facilitating learning & development Normative – Consistency in organisational standards Restorative – Maintaining balance Mediation Advocacy – The wider picture

Formative Enables supervisee to reflect on own practice Links theory to practice Identifies strengths, weaknesses & L.N.A. Applies existing K.S.A. How role relates to organisation & co-workers Long term goals & aspirations Value & Recognition New challenges

Normative Understanding of organisation; values, policies & procedures, role, aims, objectives… Organisational & professional standards K.S.A. Expectations of supervisee Agreeing targets (T.R.A.M.P.S) & setting priorities Resource considerations Administration

Restorative De-briefing Build Confidence & self esteem Recognition & encouragement Feedback (+ & -) Work Life balance Individual Needs Support mechanism Signs of stress

Mediation / Advocacy Provision of adequate resources Negotiate new projects ‘bolt on’ Resolution of disputes or uncertainties Line of communication in the organisation

Effective supervision needs a balance between all facets… Too Formative workers may feel inadequate Too Normative workers may feel controlled Too Restorative workers may feel counselled Too Mediatory workers may feel disempowered

Barriers to Effective Supervision Lack of policy or standards in supervision Confusion regarding purpose Time Inadequate support, supervision & training for supervisors Lack of commitment from supervisees

Initial stages of the supervision process The following are likely to impact at the beginning of any supervisory relationship: Ritual Sniffing – getting to know each other & the boundaries Resistance – previous experiences, motivation Worth - What’s in it for me? Will it be time well spent? Credibility - Supervisor’s expertise

Supportive Relationships & Effective Supervision Clarity in Purpose Meet Expectations Use Contracts Open Honest

Why Use Contracts? Clarity in purpose, role & responsibility To set boundaries Distinguishes between the personal & professional Ownership

Elements of a Supervision Contract Organisational Definition & Functions Expectations Behaviour Content Confidentiality Recording Process Grievance

Confidentiality Generally issues raised in supervision are confidential between the supervisor and the supervisee The supervisor has the right to share information if: The work of the supervisee breaches agreed standards of practice Supervisee’s behaviour gives rise for concern Supervisee’s physical or emotional health requires referral to medical or staff care professional Equally supervisees are entitled to discuss concerns regarding their supervisor if: Supervisor does not keep their contract with you Supervisee has concerns regarding the quality of supervision Supervisee has concerns regarding supervisor’s standards of practice

Supervision “It seems that whatever the approach or method is used, in the end it is the quality of the relationship between the supervisor and supervisee that determines whether supervision is effective or not” Hawkins & Shohet “Supervision is neither an event or a method, but an on going process. Supervision is about much more than the supervision session” Morrison