Jackie Arnold explores potential shifts in the system of coaching supervision in the latest Association of Coaching Supervisors column

 

Coming into 2023, as coach supervisors, what reflections will we take forward from the previous turbulent couple of years into our rapidly changing world so we can focus on our collective transformation? Taking a systems approach, how can coaching supervisors meet increasing challenges and support their supervisees to take a broader view and include planet earth as a stakeholder?

As I reflect on what’s been presented in my one-to-one and supervision groups, it occurs to me that there’s been a shift, with more need for time and space to build resilience and deal with strong emotions. Many coaches are supporting clients struggling with both the economic downturn and climate crisis. This is reflected in the supervisee as they, too, are adversely affected and need to remain stable, grounded and aware of possible collusion. Professional coaches turn to supervision for facilitated in-depth reflection and self-learning. It increases confidence, builds resilience and is a place of trust and open discussion. Supervision provides a place to explore blind spots and work at the learning edge. Ideally, supervision not only ensures safety and an unconditional positive exploration for the coach and their client but also has a lasting impact on the organisation. Going forward, both the physical and emotional health of internal and external coaches, employers and employees, will be an increasingly important aspect of coaching supervision.

Most young people coming to coaching are understandably concerned for the environment and future generations. Supervisors may need to support supervisees to see the systemic aspects of a situation and recognise interconnectedness, and how they play a part in the dynamics of the situation.

For professional supervisors the health, safety and building of their supervisees’ internal supervisor is vital in times of extreme uncertainty. Supervisors will need to share strategies and build the supervisee’s awareness so they can tune into the entire range of their body-mind information at each stage of the process.

The diagram shows how when we drop from our head to our hearts and guts, our responses are heartfelt and intuitive, enabling practitioners to increase their coaching presence and body responses and pick up on hidden clues. Listening becomes more than hearing words – the supervisor hears what’s not said and notices patterns and internal processes in what’s presented. Supervisees are then able to reflect with a trusted partner to navigate and integrate greater complexity and to adopt more systemic and developmental approaches to their work to address the challenges faced by those they support, including planet earth as a stakeholder.

“In times of turmoil the danger lies not in the turmoil but in facing it with yesterday’s logic”, Peter Drucker, 1995, Managing in times of Great Change.

 

 

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  • The Association of Coaching Supervisors (AoCS) is an international community of coach supervisors and source of good practice, where you can easily find an experienced, qualified and often accredited coach supervisor to work with: www.associationofcoachingsupervisors.com