Coaching supervision

Addressed to coaches.  Work one-to-one and in group. 

It is a space of dialogue to keep the good quality of the work done, to create new perspectives that facilitate the decision process and the professional development.  

Super-Vision is to pause to reflect on the work done and to create new visions. 

Hawkins and Smith (2006) identify 3 main functions in supervision: the qualitative function, the development function and the support function.  

The qualitative function brings “quality control” to the work that we do with people, within the Code of Ethics and the standards of good practice. 

The developing function aims to better understand the client, the relationship with the client, the dynamics that come out from this relationship and to explore the different alternatives that could come out, with the final aim to keep learning. 

The support function is to have the resources that enable us to be present during the coaching work and to keep a balanced energy and wellbeing. 

Robin Shohet, in his book “Supervision as transformation” (J. Kingsley Publishers 2011, p. 15) defines Supervision as “a method to develop the ability to get out from our normal frame of mind, ideas and beliefs that we considered fixed and inquiry about the nature of our own system to make sense of it. Supervision is a method to do a transformational learning – the learning that changes mindsets, values, meanings and perspectives that in turn lead to new ways of behaving”. 

GROUP SUPERVISION 

The aim of the group is to learn about oneself, about the others and about the interaction between us. 

Together we create a dialogue based on three legs: the reflection practice, the personal relationships and the adult learning. The container that we have co-created together creates new knowledge that working on our own we cannot achieve. 

Group supervision is an exercise of collective creativity from which new visions and alternatives come out as a result of the group co-creation. 

Which are the benefits of group supervision?  

Following Michael Carroll & Maria C. Gilbert  

On their book: On being a Supervisee. Second Edition 

• Create a safe container to experiment and support learning. 
• Give and receive honest and clear feedback. 
• Create the opportunity to relate with people that have a different learning style and relationship style. Those differences will be mutual learning. 
• Share the work and experience from the group colleagues in a confidential space that it is not available anywhere else. 
• Offer a collaborative learning space and a working ambience that could be a role model for the work done individually. 

Summarizing, coaching supervision generates better coaching, which brings better professionals that can transform their respective organizations. 

I am an accredited Supervisor by the Coaching Supervision Academy (UK), I am member of ICF (International Coach Federation) and I follow their Code of Ethics. 

Anna Casas. Executive coaching, team coaching, systemic facilitation, supervision, mindfulness, training

www.linkedin.com/in/annacasascoachingliderazgo/

Email: anna@coachannacasas.com

Tel.: +34 620 84 67 68

Passeig Gaudí, 7, 4t 1a

17820 Banyoles (Girona)