User:Cjpbcg01/test coaching supervision page

The importance of oversight of executive coaching is increasingly being recognised by organisations that employ large numbers of executive coaches. As recently as 2003, Myles Downey decribed the proportion of coaches having supervision as 'very few'. By 2006, a report prepared for the CIPD by Peter Hawkins and Gil Schwenk at Bath Consultancy Group found that 44% of coaches 'receive continuous and regular supervision', and that of these, 58% had started to receive supervision within the last 2 years. Supervision gives a safe space for the coach to reflect on their engagement. . In addition to guaranteeing the quality of each coaching engagement, organised supervision allows for the harvesting of additional information about the company culture.

The European Mentoring and Coaching Council (EMCC) now includes supervision as part of its Code of Ethics, stating that: The coach/mentor will [...] maintain a relationship with a suitably-qualified supervisor, who will regularly assess their competence and support their development. 

Definition
Hawkins and Smith define coaching supervision as: The process by which a coach/mentor/consultant with the help of a supervisor, who is not working directly with the client, can attend to understanding better both the client system and themselves as part of the client-coach/mentor system, and transform their work. 

The EMCC gives: the process by which the work of the coach/mentor is overseen and advice/guidance sought. 

Benefits
The CIPD report gives the main benefits of supervision as:

Coaches:
 * To develop coaching capability (88%)
 * To assure the quality of the coaching (86%)

Organisations:
 * To monitor the quality of coaching provided (70%)
 * To improve the quality and effectiveness of the coaching (50%)

The Seven Eyed Model
The 'Seven Eyed Model' of Coaching (also known as the 'double-matrix' model), developed by Peter Hawkins in 1985, and developed by him for coaches along with Nick Smith differs significantly from other ways of looking at supervision. It provides a method of tracking the interactions between the client, coach, supervisory system and coaching system. The seven modes (or 'eyes') that need to be monitored are:
 * 1) The client situation
 * 2) The coach's interventions
 * 3) The coaching relationship
 * 4) The coach
 * 5) The supervisory relationship and parallel process
 * 6) The supervisor
 * 7) The wider context

International accredited training in the the seven-eyed model of Coaching Supervision are run by Bath Consultancy Group.

CLEAR
The CLEAR Model and GROW model are also used in coaching supervision.

Full Spectrum Model
The Coaching Supervision Academy uses a selection of models, consisting of :

Conceptual Tools:
 * Insights Discovery Profile
 * Karpman Drama Triangle
 * The Seven-eyed Model of Supervision
 * Coaching Psychology
 * Relationship Psychology
 * Organizations as systems
 * Working with Image and Metaphor

Meta skills:
 * Coaching Presence
 * Systemic Awareness
 * Psychodynamic Perspectives
 * Energy Management
 * Building the Internal Supervisor
 * Accessing intuition

Best Practice
The CIPD lists 8 key indicators of quality in supervision:
 * Takes place regularly
 * Focuses on client, organisation and coach needs
 * Provides continuing professional development to the coach
 * Quality-assures the coaching provision
 * Provides support for the coach
 * Generates organisational learning
 * Manages ethical and confidentiality boundaries
 * Balances individual, group and peer supervision