I just finished the last module of my coaching supervision course. What an inspiration. Not only have I learned how to supervise, but I have learned so much more about transformational coaching too.
Workshop one: Foundation
Before attending the foundation course, I had done some mentor coaching to enable a handful of coaches to apply for their International Coach Federation accreditation. I usually used a coach approach, and sometimes offered advice and insights based on my experiences. I had also worked with a number of groups of coach facilitators, on an action learning program. But I was the first to admit that I used my best judgment, but did not really know how to conduct myself well in these situations.
So the Foundation course was an eye-opener for me; primarily in terms of how to use the 7-eyed model in supervision. For example, I learned that to increase the effectiveness of the mentor coaching, I could ask questions in mode 1 – what was going on for the client; mode 2 – about the skill of the coach; mode 4 – about what was happening for/in the coach; mode 7 – how to ensure that the accreditation doesn’t get in the way of the relationship between coach and coachee. I also came away with the powerful question, “what would you like your assessor to see?”
There were other new models for me, such as the four levels of engagement. I found my supervisor referencing this model time and time again, so I have found myself applying it more and more. I still don’t feel fully comfortable with it, feeling as though I am stumbling over it a little, but that will come with time.
The Authority, Presence and Impact model gave me some food for thought about my impact…in particular how much I was able to shift the client (both in coaching and in supervision) during the session. I have found the idea of bringing the shift into the room, and embodying the shift, to be really powerful.
I learned about matching to build rapport, and mismatching for change on module one, but it wasn’t until I discussed a particular case study with my supervisor that this really became clear to me about what I need to shift in my own behaviour. I am good at matching…and need to remind myself to mismatch more frequently. In module 3, this came to a head, when I realised that I need to use more of what Daloz calls the “loving boot” in my coaching and supervision. I can sometimes remain in the “cosy corner”, which does not serve my clients well. If we can stand side by side in partnership, curiously exploring their issues, and going deep, we will more likely achieve transformation. This is an edge I am currently developing.
In addition to these supervisory skills, I also learned about systemic coaching, and the notion of asking what the world and stakeholders of the coachee is asking them to step up to; and also learned about the importance of 3-way contracting. I have done this a couple of times, but most of my clients approach me directly, rather than through their boss, so while I have suggested a 3-way contract, they have usually declined. I have realised that this makes it very difficult for me to show the organization the value that coaching is adding to the bottom line – I can easily show the impact on the individual, but not so easily to the business. From now on, I am committed to insisting on a 3-way contract, even if my clients approach me directly.
Workshop two: Supervision with Teams and Organisations in Mind
The second workshop was somewhat overwhelming; I think because I had never conducted true team coaching before, so was trying to understand the principles of team coaching, at the same time as how to supervise a team coach. I learned that team coaching is about identifying the collective endeavour of the team, and what goes on in the space between the team members – changing the dance, rather than the dancers.
We talked a lot on this workshop about the stakeholder group, and what their expectations of the team were, that lead to the collective endeavour. I found the metaphor of the 13th fairy to be very powerful, ensuring that every stakeholders’ needs are considered.
We also spent a good deal of time considering the system. One message I heard loud and clear around this time, through coincidental occurrences as well as this course, was the idea that the survival and flourishing of a team or species is dependent on their relationship with their context and environment…if they destroy their niche, they destroy themselves.
One thing I have applied since this module is around harvesting the organizational learning. There are many coaches in our organisation, but all acting independently. Given that my role is to understand the needs and desires of our employees, and to feed the themes back to HR to address, that was a perfect match.
I did come away from the module feeling inspired to play bigger, for my organisation and for the profession of coaching. For example, I wrote a blog and spoke to people responsible for leadership development, about the need to move away from traditional teaching. My next step is to figure out how to continue on this path, with passion, in a way that enlightens the organisation and adds value.
Workshop three: Group Supervision
This was the workshop where I felt most at ease. I have experience of facilitating action learning sets, and can transfer some of those skills to group supervision quite readily. That said, I took away some great learning, first and foremost about contracting with the group. This went way beyond the ground-rules-type approach that I would normally take in action learning; and seemed to get much more commitment from the group. I have already tried this out with a new virtual supervision group; and will be doing the same again with a group of us from the course.
These new groups will also allow me to try out the group supervision methods that we learned, for example reflective responses, mode 6 and 5 responses, behind the back, mode 2 brainstorming etc. I want to try out some of the more creative methods too. At first, this appeared to be more difficult virtually, but I am experimenting with photos that I will send out to participants ahead of a session, for them to choose a picture that represents their situation, their client, their relationship etc. I also commit to using the virtual whiteboard to create picture sculpts where appropriate.
I was also reminded of my commitment after module one to reflect more after each supervision I do about my use of the 7-eyed model. I have now created a template to guide my reflection, at least until this becomes a habit.
Workshop four: Advanced
The major learning for me on workshop four was around sentic states, and staying completely present with the sentic state of the supervisee (or coachee), so that their limbic brain feels heard, and so that the shift can come from this part of their brain. For example, if they are rolling up their sleeves, this is an indication that they are ready to get down to work and want to solve an issue, so getting stuck in to solving it is really important to them – rather than me taking them somewhere else that might be more cerebral.
The concept of echoing a word or two also helps them to progress from wherever they are at that moment, rather than routing the supervision to a new place with a question.
This is something I shall need to practice to really get into my bones.
If you are interested in learning how to supervise coaching (or other helping professions), the course is run by Bath Consultancy Group, and you can find out more here. I highly recommend it!
