Coaching and mentoring supervision is a rapidly expanding field. This book is a curated collection of contemporary thinking; presenting cutting-edge contributions from international writers, leaders in the professional field, academics and practitioners who offer a range of accessible applied research, practice examples, case studies, guidelines and reflective prompts to readers. As in art galleries, some pieces require reflection – and return visits may be necessary. The work is edgy and new, and yet totally grounded in the coaching and mentoring supervisor experience, bringing pragmatic solutions to current complex challenges.
Over the last decade coaching supervision has moved from a rare and privileged audience to being common place amongst ‘best practice’ coaches. This book harnesses the current surge in curiosity, knowledge and practice in coaching and mentoring supervision and provides a collective statement of our times. Each chapter, in its highly individual way, equips us to face the demands of the VUCA environment. In turn, the book resources coaching and mentoring supervisors to support their supervisees – coaches and mentors who work with leaders, grappling with global, community and personal challenges, in this uncertain, fast moving world. Supervision for mentors is developing alongside coaching supervision and at present there appears to be no obvious distinctions with little current research focussing on the mentoring supervision experience. However, its distinctive identity is still forming. We invite mentors, and mentor supervisors, as they read these works, to consider the emerging similarities and differences in addressing requirements for mentoring supervision.
The book brings together pioneering research and practice and as such will remain current for many years. This book will be popular with experienced professionals who want to stretch and deepen their practice, keep up-to-date with current studies, challenge and catalyse their own thinking, and embrace learning from real-world practitioner examples and applied research.
About the Contributors
Series Editor Foreword
Jo Birch and Peter Welch
Chapter 1 Supervision and the Seventh Eye – Katherine Long
Chapter 2 Seven Simple Rules – An Alternative Lens – Jo Birch, Louie Gardiner
Chapter 3 Neurobehavioural Supervision: Applied Neuroscience in the Context of Coaching Supervision – Dr Paul Brown, Saba Hasanie, Dr Henry Campion
Chapter 4 The power and influence of the Unconscious mind – Dr Sandra Wilson
Chapter 5 Working in the Shadows: Pain and suffering in coaching and supervision – Patrick Hobbs
Chapter 6 A new dimension? Using Observational Data in supervision – Kathryn M Downing
Chapter 7 Attending, Daring, Becoming: Making Boundary-play Conscious – Louie J N Gardiner
Chapter 8 Extending ourselves as supervisors: stepping outside our cultural conditioning – Dr Sabreena Andriesz
Chapter 9 Moving from frozen code to live vibrant relationship – towards a Philosophy of Ethical Coaching Supervision – Dr Kees De Vries
Chapter 10 Supervision for Internal Coaches – Katharine St John-Brooks
Chapter 11 Guidelines for Team Coaching Supervision – Dr Alison Hodge, Prof David Clutterbuck
Chapter 12 Supervision’s Oasis for Leaders and People Practitioners – Elaine Patterson
Chapter 13 Supervision of supervision for coaching and mentoring supervisors – Dr Michel Moral, Eve Turner
Chapter 14 Co-Evolution: Exploring synergies between Artificial intelligence (AI) and the Supervisor – Dr Lise Lewis, Prof David Clutterbuck
Jo Birch brings 20 years’ experience providing supervision to coaches, psychotherapists and leaders. She is a passionate member of international professional, research and practice communities – previously Director, Coaching Supervision Academy and Chair, BACP Coaching. She writes and presents on supervision, ethics and cross-cultural practice.
Peter Welch is a coach, coach supervisor, thinking partner and thought leader. As co-founder of the Association of Coaching Supervisors (AOCS) he is influential in the coaching field, by supporting individuals and by contributing to organisations and publications. He draws on a rich tapestry of current thinking in coaching, change, transition and leadership development.