Why Coaching Supervision for Internal Coaches?

Internal Coaches operate in a structured environment with guarantees of confidentiality and a defined coaching process. Understanding the organisational dynamics, people, and internal processes is advantageous but can pose some challenges. Some would argue that being an internal coach can be more challenging than being an external coach when delivering coaching services in an organisation. An internal coach can wear multiple hats in the workplace, which can create challenges with confidentiality and maintaining relationship boundaries. Creating a safe space to discuss and reflect on the intricacies of real-world scenarios and navigating through challenging circumstances is not only beneficial for coaches and their professional development but also a noticeable benefit to the organisation.
Supervision is well established in professions such as psychology, psychotherapy and counselling. This in-depth research and evidence-backed resource have been vital for the professional development of practitioners working with people in various capacities and is an inclusive part of professional accreditation. Increasingly, the coaching profession has been drawing on similar experiences and leveraging best practices from more mature disciplines to enhance coaching practice. 

Why Coaching Centre?

While every coaching supervisor has their own unique methodology and style, there is often a similar structure for supervisory sessions. Coaching Centre supervisors leverage best practices and:
Focusing on understanding the psychology of the coaching client and how to work with it through case presentation.Concentrate on the coach rather than on their coaching. Focusing on addressing problems and resolving difficulties.
Coaching Centre supervision has 3 main functions:

1. Provides quality control in working with people. All coaches, no matter how experienced, have issues they don’t see, communication they have not heard, and challenges they’re not communicating. Consequently, a coach acting in isolation cannot maintain high-quality coaching. Supervisors have a responsibility to ensure their supervisee’s work is appropriate and falls within defined ethical standards. In cases where the organisation sponsors supervision, the qualitative function may also minimise the risk of unprofessional practice by ensuring the organisation’s standards are upheld, and the boundaries of the coach’s competence aren’t overstepped. Supervision is also a way to ensure the coaching is aligned with organisational objectives.

2. Developmental function addresses the skills, understanding and capabilities of the supervisee through the reflection and exploration of the supervisee’s work with their clients. In this exploration, the supervisor helps the coach to:
• understand the client better• become more aware of their own reactions and responses to the client• understand the dynamics of coach-client interaction• examine how they intervened and the consequences• explore other ways of working with this and other similar client situations
3. Resourcing function provides emotional support enabling the coach to deal with the intensity of working with clients. Inevitably coaches will be affected emotionally by being present and empathic with their coaching clients. to remain effective, coaches need to attend to themselves, so they avoid over-identifying with their clients or defending against being further affected

Coaching Supervision

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