Maximizing The Potential of Coaching (*)

Supervision is the interaction that occurs when a mentor or coach brings their coaching or mentoring work experiences to a supervisor in order to be supported and to engage in reflective dialogue and collaborative learning for the development and benefit of the mentor or coach, their clients and their organisations.

The purpose of supervision is to enhance the wellbeing, and develop the practice of coaches and/or mentors of all levels of experience. Supervision is considered a powerful vehicle for deep learning: its benefits extend beyond the supervisee and include their clients and sponsoring organisations.
We recognise the functions of supervision described by Hawkins and Smith (2013) as follows:
1. The Developmental Function
Concerned with development of skills, understanding and capacities of the coach / mentor.
2. The Resourcing Function
Providing a supportive space for the coach / mentor to process the experiences they have had when working with clients.
3. The Qualitative Function
Concerned with quality, work standards and ethical integrity.

Individual & Group Supervision for Internal Coaches

Internal coaches (employees of the organisation who coach staff who do not report to them) Many organisations use more than one format of coaching supervision to ...
1-The qualitative function provides quality control in working with people. The qualitative function may also minimise the risk of unprofessional practice by ensuring the organisation’s standards are upheld and the boundaries of the coach’s competence aren’t overstepped. Supervision is also a way to ensure the coaching is aligned with organisational objectives.
2-The developmental function addresses the skills, understanding and capabilities of the supervisee through the reflection and exploration of the supervisee’s work with their clients.
3-The resourcing function provides emotional support enabling the coach to deal with the intensity of working with clients. Inevitably, coaches will be affected emotionally by being present and empathic with their coaching clients. to remain effective, coaches need to attend to themselves so they avoid over-identifying with their clients or defending against being further affected.