This book explores that which is at the very heart of coaching: the coach-coachee relationship. Considering the relationship at each stage of the coaching process, it will equip your trainees with the necessary skills and knowledge for building and maintaining successful coaching relationships every step of the way. In clear and friendly terms the book simplifies complex issues including the practicalities of getting started, the intricacies of coaching across cultures and of coaching from within an organisation, and how to make the most of supervision. A crucial chapter on evidence-based practice considers the importance of research in the area and how to use the evidence-base to support professional coaching practice. Reflective questions, examples, implications for practice and recommended reading are included in every chapter, encouraging your trainees to consider how they might bring themselves to the coaching relationship.
Chapter 8: Supervision and Personal Development
Supervision and Personal Development
Take a moment to think about what the word supervision means to you. What feelings or thoughts does it evoke?
For many people, based upon their experience in other places, supervision has the connotation of authority, of command and control: being monitored, checked up on, maybe being observed to make sure you’re doing things correctly. There is an element of authority and ‘quality control’ in coaching supervision but, as we shall see, this is set within a context that frames the practice very differently.
Coaching supervision is primarily about providing a safe reflective space where you can share your practice with someone who knows about coaching and is often more experienced in the field, with the intention of deepening ...