Coaching Supervision Sally Bernham Idyia Coaching and Development April 19 th 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 - 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 Model 1.The client’s system 2.The coach’s interventions 3.The coach-client relationship 4.The coach’s experience of coaching 5.The supervisory relationship 6.The supervisor’s process 7.The wider organisational context Hawkins 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 supervisor Reflective practice Gestalt – self, presence TA Drama 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 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, mentoring/coaching-supervision-conference/ nd conference 23 rd June mentoring/coaching-supervision-conference

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