Supervision is a requirement of many of our organizations (and churches) for those engaged in working with people. It gives opportunity for a person to reflect on their work, and the relationships within that, in a way that ensures effective and ethical work practice, and growth of the individual.
There are four different areas of supervision which I have identified, some of which can or do overlap. The following are my words and should be ‘reshaped’ for your own context!
a. Spiritual Direction: This is seen as necessary in an organisation where leadership is selected and maintained by a Spiritual focus.
b. Supervision: The art of working with a person on their work, with a particular focus often on the various relationships
c. Mentoring: Often done by a person who has ‘been there – done that’ and can provide some assistance and direction when facing questions about direction or actions.
d. Management Supervision: Looks at areas of time management, staff management, some leadership issues, recruitment etc. Where this is done with executive staff (CEO’s etc), it can be termed ‘leadership coaching’
b. Supervision: The art of working with a person on their work, with a particular focus often on the various relationships
c. Mentoring: Often done by a person who has ‘been there – done that’ and can provide some assistance and direction when facing questions about direction or actions.
d. Management Supervision: Looks at areas of time management, staff management, some leadership issues, recruitment etc. Where this is done with executive staff (CEO’s etc), it can be termed ‘leadership coaching’
As I say, they all can overlap. Some are more strategic for some jobs than others – e.g. a, b, c are essential for congregational ministers, while c & d may be better suited to a new CEO.
But beyond this lose definition, I'm not sure there is much agreement. My critical reflections on this are around 3 key areas: Safety, Supervision and Spirituality, Coaching.
1. Safety: I don't find that phrases like "keeping you safe" are all that helpful. They assume a negative starting point, that those who don't do supervision are "unsafe", and that supervision has a force-field like quality that keeps you from harming others (but the power of the force-field runs out every month to 6 weeks!).
Supervision only 'works' in any sense when the person being supervised is open and vulnerable with their supervisor. As long as I am hiding my 'addictions', supervision can't help me with them. Being open and accountable to a supervisor is a skill. These conversations are not always easy. However the harder the work, the greater the potential for growth.
A key phrase used by one of my supervisors was to have the courage to talk about those things that you would rather not talk about – to name the things you struggle with – and to continue to confront the areas where you are not strong!
The result of this is not to make you safer, but to make you more effective (and safer as a bi-product): Rather than learning not to tell lies, you learn to tell the truth; Rather than learning to bury your feelings more effectively, you become more comfortable with them.
If you would like to look at a description of Supervision, you'll find one here on the Mission Resourcing website.
2. Supervision and Spirituality: Several years ago a friend and I talked about how 'clinical' supervision was frustratingly ineffective for ministers, as it didn't ask the question "So where is God in this?". I soon discovered that we were not the only ones struggling with this. The reason for this struggle is clear; Ministry (and life in general) is not a series of separated activities. In this case our 'God understanding' effects how (and why) we relate to others and ourselves - and therefore should be part of a supervision process.
So I worked with my Supervisor to put some Spiritual Direction type questions into our work. It worked really well - and continues to. It makes sense that people in church work don't separate effectiveness in work and relationships from spiritual growth and understanding.
If you want to read some good material on Spiritual Direction, you will find it here on the Mission Resourcing website.
3. Coaching: Supervision will often work to draw out the answers from a supervisee's experience and background, rather than 'giving answers'. This is great for building tools for reflection and growth, and avoiding dependency on others for solutions. However sometimes I just don't have the resources - I have never been in that situation before. The Counselling methods on which much modern supervision is based does not cope well with a 'coaching' function - but supervision by nature needs to cover a wide array of the known and unknown.
In those cases I need some coaching or mentoring. Sometimes that comes from books or podcasts, but other times it comes from someone who can tell their stories (for example) of having dealt with a compulsive liar or a suicidal young person.
A key phrase used by one of my supervisors was to have the courage to talk about those things that you would rather not talk about – to name the things you struggle with – and to continue to confront the areas where you are not strong!
The result of this is not to make you safer, but to make you more effective (and safer as a bi-product): Rather than learning not to tell lies, you learn to tell the truth; Rather than learning to bury your feelings more effectively, you become more comfortable with them.
If you would like to look at a description of Supervision, you'll find one here on the Mission Resourcing website.
2. Supervision and Spirituality: Several years ago a friend and I talked about how 'clinical' supervision was frustratingly ineffective for ministers, as it didn't ask the question "So where is God in this?". I soon discovered that we were not the only ones struggling with this. The reason for this struggle is clear; Ministry (and life in general) is not a series of separated activities. In this case our 'God understanding' effects how (and why) we relate to others and ourselves - and therefore should be part of a supervision process.
So I worked with my Supervisor to put some Spiritual Direction type questions into our work. It worked really well - and continues to. It makes sense that people in church work don't separate effectiveness in work and relationships from spiritual growth and understanding.
If you want to read some good material on Spiritual Direction, you will find it here on the Mission Resourcing website.
3. Coaching: Supervision will often work to draw out the answers from a supervisee's experience and background, rather than 'giving answers'. This is great for building tools for reflection and growth, and avoiding dependency on others for solutions. However sometimes I just don't have the resources - I have never been in that situation before. The Counselling methods on which much modern supervision is based does not cope well with a 'coaching' function - but supervision by nature needs to cover a wide array of the known and unknown.
In those cases I need some coaching or mentoring. Sometimes that comes from books or podcasts, but other times it comes from someone who can tell their stories (for example) of having dealt with a compulsive liar or a suicidal young person.
So part of the function of a person in supervision is to find enough people who can walk alongside them. And part of the function of the supervisor is to be flexible and clear when other methods of companionship are required.
I don't think one can or should find all 3 of these characteristics in one person. But I do think that all 3 should be available to us on a regular basis - The Supervisor, Spiritual Director and Coach.
Which of these have you found to be the most helpful? How do you use supervision, spiritual direction, and coaching?
