Broadly described, supervision is an activity where one individual (the supervisor) works with another (the supervisee) to check that the work being done is safe, effective and appropriate. This involves compliance with ethical standards, professional standards, organisational procedures and guidance. There may be an element of education. This can be done in a group where collaboration and support benefit individuals and the organisation in which they work.
My Model
A model for supervision is a description of the over-arching framework in which the supervision process is carried out. My model has discrete stages both within each session and across areas of work, this aspect is informed by Page and Wosket’s Cyclical Model. All sessions begin with an agreement regarding the work that needs to be covered, and ends checking whether this has been achieved, action points and periodically a review of the way the supervision is impacting on participants. The body of the work involves gathering information, clarification, exploration and then solutions are generated. The supervisee is then encouraged to identify which solutions they feel comfortable with and describe how these will be incorporated into their work.
My therapeutic model is relational, and I incorporate this into my supervision. I have based my understanding of the relationships that occur within the supervisory process on the 7-Eyed Model (Hawkins and Shohet). They identified 7 ’Eyes’ from which to review the work, one that is relevant for supervision within organisations is the 7th eye which describes the impact of organisational culture, norms, beliefs and purpose on the work of the supervisee. The other ‘Eyes’ reflect the implicit and explicit dynamics that can occur, such as transference and projection, judgment, discrimination, unconscious bias, and attraction/dislike between the client, supervisee and supervisor.
Awareness of the relationships that present within supervision are important as they can negatively impact of the work. It is imperative that I, as a supervisor, enable these relationships to be explored without judgment and with curiosity and compassion.
Finally, I integrate Mindfulness into all my work, and this can be done to a greater or lesser extent depending on the supervisee.
Broadly described, supervision is an activity where one individual (the supervisor) works with another (the supervisee) to check that the work being done is safe, effective and appropriate. This involves compliance with ethical standards, professional standards, organisational procedures and guidance. There may be an element of education. This can be done in a group where collaboration and support benefit individuals and the organisation in which they work.
My Model
A model for supervision is a description of the over-arching framework in which the supervision process is carried out. My model has discrete stages both within each session and across areas of work, this aspect is informed by Page and Wosket’s Cyclical Model. All sessions begin with an agreement regarding the work that needs to be covered, and ends checking whether this has been achieved, action points and periodically a review of the way the supervision is impacting on participants. The body of the work involves gathering information, clarification, exploration and then solutions are generated. The supervisee is then encouraged to identify which solutions they feel comfortable with and describe how these will be incorporated into their work.
My therapeutic model is relational, and I incorporate this into my supervision. I have based my understanding of the relationships that occur within the supervisory process on the 7-Eyed Model (Hawkins and Shohet). They identified 7 ’Eyes’ from which to review the work, one that is relevant for supervision within organisations is the 7th eye which describes the impact of organisational culture, norms, beliefs and purpose on the work of the supervisee. The other ‘Eyes’ reflect the implicit and explicit dynamics that can occur, such as transference and projection, judgment, discrimination, unconscious bias, and attraction/dislike between the client, supervisee and supervisor.
Awareness of the relationships that present within supervision are important as they can negatively impact of the work. It is imperative that I, as a supervisor, enable these relationships to be explored without judgment and with curiosity and compassion.
Finally, I integrate Mindfulness into all my work, and this can be done to a greater or lesser extent depending on the supervisee.
I offer supervision to: –
Individual Supervision
This can be face-to-face or on-line, or a hybrid.
Sessions will usually be 90 minutes a month, this may differ for counselling students. Costs can be found here
There are many modalities offered by counsellors. The supervision I offer is not modality based and therefore is suitable for most therapists.
Group Supervision
I offer supervision for groups 4-6. This might be used to contribute to your supervision requirements or additional development needs.
Supervision can be face to face and on-line.
Group sessions can be of varying length depending on the size and needs of the group. A minimum of 90 minutes is required.
Healthcare Professionals
I offer individual supervision to healthcare professionals. This might be to support you in a new role, to facilitate development, as an adjunct to a process within the organisation such as managing competence, managing sickness, managing bullying and harassment.
I offer group supervision to healthcare providers*. This is a way of supporting staff in a stressful environment. Group supervision will provide peer support, in a safe environment where challenges within job roles can be explored and solutions formulated.
*NHS Hospitals and clinics, including GP practices and health centres.
*Hospitals and clinics within the Private sector such as BUPA, Spire, Nuffield
Private Sector (Non-Healthcare)
Mentoring or coaching and supervision are positive ways to offer a nurturing environment for employees in organisations. Staff who are supported by their employers are more efficient, make better decisions and contribute positively to the organisation.
I can offer supervision to support staff in a new role, to facilitate development, as an adjunct to a process within the organisation such as managing competence, managing sickness, managing bullying and harassment.
Group supervision is beneficial to staff of similar grades to share best practice and problem solve. This develops cohesion and cooperation within organisations.
Supervision models work across disciplines. They do not attempt to teach or develop new clinical or technical skills. Supervision nurtures self-awareness, confidence, candour, it also provides an environment that helps individuals recognise their weaknesses, learning needs and works to find opportunities where these can be met. Supervision recognises an individual’s strengths and so builds resilience.
Staff, and therefore organisations, benefit from supervision as it is a safe non-judgmental space where aspects of working-relationships, performance and wellbeing can be discussed. The supervisor (coach, mentor) then supports the supervisee to explore solutions, barriers and enablers with the aim of facilitating the supervisee in their role.
When supervision is sourced outside of the organisation the power dynamic is reduced as the supervisor has no role to hire or fire, and therefore is not seen as a threat. This promotes honesty and trust.
I offer supervision to: –
Individual Supervision
This can be face-to-face or on-line, or a hybrid.
Sessions will usually be 90 minutes a month, this may differ for counselling students. Costs can be found here
There are many modalities offered by counsellors. The supervision I offer is not modality based and therefore is suitable for most therapists.
Group Supervision
I offer supervision for groups 4-6. This might be used to contribute to your supervision requirements or additional development needs.
Supervision can be face to face and on-line.
Group sessions can be of varying length depending on the size and needs of the group. A minimum of 90 minutes is required.
Healthcare Professionals
I offer individual supervision to healthcare professionals. This might be to support you in a new role, to facilitate development, as an adjunct to a process within the organisation such as managing competence, managing sickness, managing bullying and harassment.
I offer group supervision to healthcare providers*. This is a way of supporting staff in a stressful environment. Group supervision will provide peer support, in a safe environment where challenges within job roles can be explored and solutions formulated.
*NHS Hospitals and clinics, including GP practices and health centres.
*Hospitals and clinics within the Private sector such as BUPA, Spire, Nuffield
Private Sector (Non-Healthcare)
Mentoring or coaching and supervision are positive ways to offer a nurturing environment for employees in organisations. Staff who are supported by their employers are more efficient, make better decisions and contribute positively to the organisation.
I can offer supervision to support staff in a new role, to facilitate development, as an adjunct to a process within the organisation such as managing competence, managing sickness, managing bullying and harassment.
Group supervision is beneficial to staff of similar grades to share best practice and problem solve. This develops cohesion and cooperation within organisations.
Supervision models work across disciplines. They do not attempt to teach or develop new clinical or technical skills. Supervision nurtures self-awareness, confidence, candour, it also provides an environment that helps individuals recognise their weaknesses, learning needs and works to find opportunities where these can be met. Supervision recognises an individual’s strengths and so builds resilience.
Staff, and therefore organisations, benefit from supervision as it is a safe non-judgmental space where aspects of working-relationships, performance and wellbeing can be discussed. The supervisor (coach, mentor) then supports the supervisee to explore solutions, barriers and enablers with the aim of facilitating the supervisee in their role.
When supervision is sourced outside of the organisation the power dynamic is reduced as the supervisor has no role to hire or fire, and therefore is not seen as a threat. This promotes honesty and trust.
