For coaches in systemic/organisational settings, like executive coaches, leadership coaches or organisational coaches and consultants, responding to the system’s factors which impact the coaching is crucial. These elements of the organisational system are usually not explicit, but manifest themselves in the relationships between coach, client, organisation, and coach supervisor. It is through executive coach supervision that coaches learn what is going on from a systemic perspective, how they play a role in this, and develop the leadership coaching skills and confidence to respond potently.
The outcome of this coach supervision is positively-shifted relationships between the executive coach and their client, and the executive coach and the organisation. For internal coaches, using executive coach supervision opens the opportunity to feed back thematic and strategic information to the organisation so that changes can be made on the systemic level.
Take the coaching self-audit below, for coaches working in organisational settings.
Thank you to Dr Peter Hawkins for permission to use the 7 Eyed Model of Supervision as the basis for this tool.
The 7 Eyed Model of Supervision was developed by Peter Hawkins in 1985 and further developed with Robin Shohet, Judy Ryde and Joan Wilmot in the areas of the Helping Professions (1989) and with Nick Smith, (2006 and 2013) Gil Schwenk and Eve Turner in the field of coaching
The model continues to be developed and the latest versions of model appear in Hawkins and Turner (2020) in the context of coaching; Hawkins and Ryde in the Psychotherapeutic field) and Hawkins and McMahon in the field of helping professions. There is also a ten-eyed model for team coaching supervision in Hawkins (2017).
Hawkins, P. and McMahon, A. (2020, fifth edition) Supervision in the Helping Professions: Maidenhead: Open University Press McGraw Hill.
Hawkins, P. and Ryde, J. (2020) Integrative Psychotherapy in Theory and Practice: A Relational, Systemic and Ecological Approach. London: Jessica Kingsley
Hawkins, P. and Turner, E. (2020) Systemic Coaching: Delivering Values Beyond the Individual. London: Routledge.
Hawkins, P. (2011 second edition 2014, Third edition 2017) “Leadership Team Coaching: Developing Collective Transformational Leadership.” London: Kogan Page (translated into Spanish Chinese and Japanese)
Hawkins, P. and Smith N. (2006, second edition 2013) “Coaching, Mentoring and Organizational Consultancy: Supervision and Development.” Maidenhead: Open University Press/McGraw Hill.
Hawkins, P. and Shohet, R. (1989 second edition 2000, third edition 2006, fourth edition 2012) Supervision in the Helping Professions: Maidenhead: Open University Press McGraw Hill
Robin Shohet and Joan Shohet (2020) In Love with Supervision. Creating Transformative Conversations. PCCS Books
WHY YOU NEED ORGANISATIONAL COACH SUPERVISION
Coaching an executive includes reflecting on and responding to the complexity of their role as leader within an organisational context. Executive coaching conversations cover personal life, C-Suite relationships, organisational departments, key employees, and organisational strategy and dynamics. The executive client’s approach to these aspects and their challenges in each are just one of seven elements of coaching in this space.
As a coach supervisor, I work with executive, leadership and organisational coaches, to map out the seven elements of coaching in organisations, reflect on their overall impact, and strategise on appropriate coaching responses. The tangible outcome for the coach, is a potent and lasting impact on the organisation as a whole, beyond the work with the individual coaching client.
When coaching is working well, it is personally enriching to the leadership coach and their client. I work with coaches operating in an organisational space, in an explorative way, to recognise where their own stuff, their approach, client challenges or organisational dynamics get in the way of fulfilling and effective organisational coaching.
Managing complexity in an organisational coaching setting can be particularly difficult. I am trained to help coaches make sense of these situations and design ethical and safe responses relevant to client and organisational needs.
HOW IS EXECUTIVE COACH SUPERVISION DIFFERENT TO COACHING?
As a practitioner working within the field of personal and professional development with other human beings, you will always be one element of the dynamic in these relationships.
Specifically within the intricate environments of organisations, the nature of these relationships can present difficult ethical dilemmas, personal triggers and complexity. Often dynamics with an organisational origin emerge between the coach and the client, outside of either’s direct awareness. Within supervision we together recognise where you are effectively managing these issues, so that you can build those skills with more intent, as well as where you are getting stuck in the issues, so that you can respond effectively, safely and ethically with an impact on your executive client and the organisation as a whole.
WHAT YOU WILL GET FROM EXECUTIVE COACH SUPERVISION
Executive coach supervision helps you recognise how you approach your practice and engage with executive clients.
It is about understanding your strengths and developmental areas with deeper insight, so you can use them consciously and with intent as needed, within the context of leadership coaching in organisations. You will learn to recognise patterns that emerge in your experiences with executive clients and the management of your practice as a business. This helps you avoid repeat difficulties whilst increasing your effectiveness as an organisational coach, leadership coach or executive coach.
HOW WILL IT HELP?
In coach supervision you can expect to resolve the challenges you experience with clients and in managing your practice. I supervise professional coaches both new to the field and experienced, whether working with individuals or groups, or at executive level in organisations.
I am passionate about helping coaches to grow their online and face to face businesses. In addition to supervision, I share a number of business tools and best practices to help coaches enhance their approach to their practice and engagement with clients.
SUPERVISION PROFESSIONAL CERTIFICATIONS
I am a trained supervisor and a COMENSA Registered Supervisor. I supervise using a co-creative and appreciative approach, aligned with supervision’s core of psychological mindedness. I use transactional analysis as a framework to help explore experiences and relationships. I maintain professional practice by working with my own supervisor and other continuous professional development training.