1. 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

2. 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

3. 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

4. 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

5. 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

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

7. 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

8. Forms of Supervision
Individual
Group
Peer

9. 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

10. 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

11. 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

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

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

14. 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

15. 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

16. 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

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

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

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

20. 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

21. 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