Coaching Supervision: the Key to Successful Continuing Personal and Professional Development

May 2007
A keynote speech by Peter Hawkins at the APECS Conference at Henley Management College:

Supervision, like coaching, starts with questions, not answers.

Coaching supervision is widely advocated but poorly or rarely implemented. This is highlighted by recent research from the CIPD (2006) showing that 88% of organisers of coaching and 86% of coaches believe they should have regular ongoing supervision. However, only 44% of coaches receive regular supervision and only 23% of organisations provide regular coaching supervision. This may be changing, however: 58% of the coaches receiving supervision only started within the last 2 years.

The employer's perspective

Supervision means understanding what is happening with the coach but also valuing and understanding the position of the business. Supervision ensures the quality of coaching; for this reason, it matters to employers.

Best practice coaching supervision...

  • Opens the coach's work up to professional scrutiny.
  • Helps encourage and facilitate the coach's personal professional development.
  • Assures and enhances the quality of coaching.
  • Makes the coach aware of their personal limits and keeps their thoughts and feelings remaining in the service of the client.
  • Helps the coach become a better reflective practitioner.
  • Keeps the coach open, focused and energised.
  • Manages ethical and confidential boundaries.

Supervision benefits the coach and the client. Supervision is best if it takes place every 6-8 weeks, or a ratio of supervision to coaching of 1:20 (or 1:30). The best supervisors are typically experienced coaches with supervisory training.

At the heart of all coaching we are helping people enhance their potential to make a real difference in the world.

CLEAR - a model for coaching and supervision

Peter Hawkins highlighted the five elements of the CLEAR model:

Contract - achieve clarity and agree on the goals of the session. Ask: what would success look like from this session?

Listen and help develop their understanding of the situation. Reflect with comments such as "what I'm sensing from your story is..."

Explore the individual's feelings, as well as the facts of the situation, and explore what they have already done and what else they might try. Seek options, ask "what is the wildest thing you could do?"

Action - decide the best way forward and rehearse the first steps. An emotional shift is very important, if progress is to be achieved. The supervisor needs to achieve this with the coach, who then does the same with the organisation.

Review actions and obtain feedback. This also involves appreciation and encouragement.

 
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