Coaching Supervision

Coaching supervision provides one of the richest learning environments for coaches.  Whether undertaken individually, or within a group, it provides coaches with the essential opportunity to pause and reflect: to explore client challenges, to examine personal areas of learning, and ultimately, to cultivate a more expansive and insightful way of working with clients.

As an experienced leadership coach and coach supervisor, with a background as a psychoanalytic psychotherapist, coaches typically choose me as a supervisor because they want to work on one or more of the following. To:

  • Develop more confidence in chemistry meetings or in their approach to business development
  • Understand how to work with a client’s personal and career history without slipping into providing therapy
  • Introduce mindfulness into their way of working, and/or to use mindfulness within coaching supervision
  • Work with systemic and relational dynamics as they impact a coaching assignment
  • Understand how to explore the unconscious dynamics underpinning client behaviour using an awareness of transference and countertransference
  • Develop presence through being more embodied as a coach, and learning how to enable client’s to work with their emerging bodily experiences.
  • Look more deeply at themselves and the ways in which their own preferences or biases may be impacting on coaching work
  • Work with the parallel process between what happens in coaching sessions and how that gets metaphorically enacted within coaching supervision
  • Learn how to make three-way meetings one of the most powerful interventions a manager and direct report have ever experienced
  • Bring playfulness and creativity into their approach to coaching

Some coaches are looking for a more systematic evaluation of their strengths and gaps as a coach, so that the supervision can be targeted towards specific development areas.  In these circumstances we typically draw on my own coaching competency framework that has been used by a number of organisations for assessing potential external coaches, and so represents a balanced basis for appraising key areas of development.

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