Why do coaches need supervision The concept of supervision in coaching is borrowed from the world of psychotherapy and counselling, where supervision is a condition of practice. Most of the professional bodies in coaching, in Europe at least, insist that all professional coaches undergo regular supervision. European standards for supervision should be published by the (more…)
In corporate programmes, a small group of supervisors (or just one) is usually appointed. If, however, you find you need to select your own supervisor, the following advice may be helpful: Be clear what kind of supervision you are looking for (e.g. individual or group? With an emphasis on a particular psychological approach?) and look (more…)
How much supervision do I need? It depends on several factors: · the level of coaching you are doing (i.e. whether it is for example, predominantly skills coaching or, say, behavioural coaching) – the more significant and complex the issues your client faces, the more supervision you need · how often you coach (at least (more…)
Summary Aims of supervision Types of supervision Supervision and externally resourced executive coaches Managing supervision Using a supervisor Aims of supervision In the workplace, the term “supervision” is usually applied to line management, where the supervisor takes overall responsibility for the work of direct reports. In coaching and mentoring, supervision is much more about supporting (more…)
Coaching Supervision is a process for helping coaches reflect on their practice so that they grow in competence and ensure client safety. It draws on the world of counselling, where supervisors provide three important roles: Normative – the supervisor accepts (or more accurately shares with the supervisee) responsibility for ensuring that the supervisee’s work is (more…)
Measurements of the impact of coaching consistently show a high return on investment from successful creation of a coaching culture within teams and from executive coaching. The picture with regard to life coaching and basic “sheep dip” training of line managers as coaches is much less clear. Creating a coaching culture in the team has (more…)
Coaching aims at the personal and professional development of an employee. It works best when it happens in a climate of openness and mutual respect. Our expectations of each other are that: Responsibility for success of coaching is shared between coach and coachee We will agree clear and specific initial goals for coaching, while recognising (more…)
Coaching is arguably the most powerful method of learning at work. Coaching is a key skill for every manager and knowing how to seek and use coaching is a key skill for employees, who wish to become more effective in their current roles and perhaps advance to more senior roles. Here are answers to some (more…)
Effective coachees tend to be committed to and willing to spend time on their learning. They recognize the importance of playing an active role in the coaching relationship – they don’t expect to be coached so much as to engage with coaching. Some of the key attributes they exhibit are expressed in the questionnaire below. (more…)
Coaching can be beneficial at almost any time, but you will find it particularly beneficial when: You are looking to take on a new job role, or have just done so You keep putting off action or decisions that you know you need to get on with You need help with your personal development plan (more…)