1Understanding the Role of Supervision
Whilst it is important to use your own knowledge, skills and experience in supervision, it is equally important to understand the range of skills your supervisor has, so these may add value to your own.
Congratulations, you are about to embark on one of the most important professional roles you will have in your career. Now that you are about to become a professional or line management supervisor, it is useful to reflect on what has brought you to this point; what professional experiences you have had that have led here and why you would like to take on this role. You may already be in a leadership role and have found yourself moving into a supervisory role because it is an organisational requirement. You may have applied for a new role as a supervisor, or you may have your own business or private practice and now need to supervise others. Keep these thoughts in mind as you read this book. Over time it will be interesting for you to review your thoughts, see if you think differently and observe how you grow and develop in the role.
Being a professional or line management supervisor in any workplace is a role that brings with it many rewards and some challenges. Whilst there are many rewards, there will be times where you wonder why you took on the role. Why? It is a role that requires a specific set of skills and knowledge to do the job well, so this takes time to develop. It can often feel as though you don’t really have the time to provide supervision given all the other things that are on your plate, but overall it is a wonderful role where you have the opportunity to support your staff to develop and grow in their roles, ensure they feel valued and supported as well as provide them with insight and skills to maintain their role to a high standard.
Your new role is a serious commitment for both you and your supervisee(s) given what supervision is intended to provide. Prior to becoming a supervisor, it is worth talking to another trusted professional supervisor about how they have set up their own supervisory framework, to understand what the highs and lows of the role have been and discuss any tips they can impart to make the role easier. It is always useful to know some of the shortcuts and pitfalls that others have experienced so that you don’t have to reinvent the wheel. It is also important to have a mentor or coach as you commence in the role to guide and support you, as it will help you develop confidence in your supervisory role from the start. One word of caution, though – try to only listen to the constructive and positive things from others. You certainly don’t want to be put off from the start with too many negative experiences or feedback that others may have. This will also ensure that you will do the same for others in the future (O’Donoghue, 2015).
Over time, your new role will influence many aspects of the supervisees’ role. It will change their thinking about particular approaches and aspects of their work, stretch their values and beliefs, enhance their skills and knowledge as well as support their professional well-being. There will be many times where you will impact significantly a supervisee’s professional career. As professional and line management supervisors, we may think we are just doing our job on a daily basis; however, being a supervisor is far more than that. It is a professional role that requires specific skills, knowledge and capabilities. In many workplaces, the supervisor role requires a separate position description demonstrating the important role it plays.
Let’s think back to when you were at school, played a sport, were in a club or had a hobby. There is usually at least one teacher or coach who you may remember the most, someone who knew what to say at the right moment, encouraged you and were there to debrief and talk about things during the tough times. Someone who challenged you and provided feedback to practice a certain skill and think about what you were doing from a particular aspect.
I can remember my first hockey coach, Mrs Cowgill. She coached me from grade one when I was just six years old right through to the end of high school. She was always encouraging us, even when she was firm in her instruction and direction. Mrs Cowgill continued to coach us lovingly when we lost a game. I saw her recently at a restaurant and again she beamed when we greeted each other after not seeing each other for many years. I thanked her for her wisdom and for being such an important part of my life from childhood. Her legacy has carried me through my professional years as the skills and knowledge she gave me and the team have been immeasurable.
Supervision is similar. Over time it can leave a lasting impression on us. Our supervisors are part of our professional journey and are part of our story – just like Mrs Cowgill. Supervision is therefore not just a conversation. It is a professional relationship that journeys with us in our professional role through time. Just like a hockey coach, the supervisor knows how to guide and develop the supervisee, knows how to get the best out of the supervisee, uses the right language to positively challenge and also be there through the tough times. It is a complex and multilayered approach that is dynamic and relational. It is a professional process that can transform the practice and conduct of any employee (Carroll, 2010).
Let’s see how supervision has made a difference to a supervisee:
I have received professional supervision for much of my professional life. I have been qualified in my profession for 15 years and have had internal supervision as a requirement of my role. I have also had external supervision throughout my career. It’s really only been in the last year with my current supervisor that I have come to understand what this ‘thing’ called supervision is all about. I feel like I have awakened for the first time in my career and wonder what I have been doing with my own supervisees for all this time. (Supervisee Sam)
Different Types of Supervision
It is important to have a clear understanding of what supervision is and the different types of supervision that you may provide. You will hear different terms being used to define supervision, such as the following:
Professional supervision
Clinical supervision
Practice supervision
Interprofessional supervision
Disciplinary or interdisciplinary specific supervision
Line supervision
Operational supervision
Administrative supervision
Professional conversations
Coaching
Mentoring
Management supervision
Group supervision
Peer or collegial supervision
Adhoc supervision
Formal supervision
Informal supervision
When you commence supervision with a new supervisee, if you are an internal supervisor (within the organisation) or an external supervisor (from outside of the organisation), it is important to understand what type of supervision you are providing and to be clear with the supervisee about the type of supervision they will be receiving. This supports you to set up the appropriate framework and documents relevant to the supervisee’s work and know the focus of discussions. For example, if you are providing line management or operational supervision, conversations will predominantly focus on the requirements of the role as detailed in their position description.
If you are providing clinical or professional supervision, discussions will revolve around the supervisee’s practice and client work. Ensure the supervisee understands your role as this sets the boundaries of how supervision is provided, the process that you will engage, how supervision discussions will be documented and the type of supervision they will be provided (Beddoe & Davys, 2010; Carroll, 2007b; O’Donoghue, 2015; Watkins & Milne, 2014).
Figure 1.1 provides a brief description of the different types of supervision.
Figure 1.1Types of Supervision.
Now that we have explored the different types of supervision that you may provide, let’s think about someone you have known who has inspired you throughout your life.
Think about a teacher, sports coach or mentor you had growing up who you felt inspired by, who supported you and was interested in you.
How long did you know them for?
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What do you remember the most about them?
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How did they inspire, support or positively challenge you?
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What skills and knowledge did they have?
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What do you remember about their language, how they interacted with you and supported you?
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Fantastic! Some of the things that you have reflected on will help you to consider what type of supervisor you want to be. Take the best from those who have inspired you. Be the leader of others that you want to be remembered for. Consider how you want to inspire those professionals who you supervise and how you want to build and maintain the professional relationship. All of these things are crucial in being an effective professional and/or line management supervisor.
Now that you have reflected on someone who you admire or who has inspired you, let’s think about what you already know about supervision. Don’t worry too much if you are not sure about what supervision is at this point; just explore the following questions with curiosity. As you reflect, it is useful to write down your responses. After you have attended training or if you have already attended supervision training, come back to these questions and review to see if you would change your earlier responses.
This is what I know about professional and line management supervision:
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My definition of supervision is:
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The purpose of supervision is:
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Supervision needs to achieve the following outcomes:
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This is what I think the benefits are from providing or receiving supervision:
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The impact of not receiving supervision can be:
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I believe that poor or inadequate supervision looks like:
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I think supervision is not about:
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Supervisors need to have the following skills, knowledge and attributes to remain effective in the role:
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Defining Supervision
Professional Supervision
A lot has been written about supervision, and if you read or do some research on supervision, there are many and varied definitions and explanations. Professional and line management supervision is integral to providing quality service and practice outcomes for the clients and staff who we work with.
Quality supervision is undertaken by a professional who is appropriately trained and qualified to provide supervision (Carroll, 2010). It is a professional conversation held on a regular basis between a supervisor and supervisee to engage in a process of reflection, enable support and guidance to the supervisee in their role and maintain their high performance over time. Supervision is also a professional discussion that has intention, meaning and purpose. It is focused on key aspects of the supervisee’s role and is outcome based.
Discussions are strengths-based using language that develops and grows the professional over time. Supervision is an interactive process based on coaching and mentoring principles that assists to maintain the supervisee’s skills whilst achieving both professional and practice outcomes. It upholds professional identity as the key pillar of one’s self in practice. Professional supervision facilitates a process of maintaining key skills in a supportive professional relationship (Baldwin, 2004; Egan, 2012; Egan, Maidment, & Connolly, 2016; Tsui, 2005).
Line Management or Managerial Supervision
Line management supervision is usually undertaken by the supervisee’s manager ensuring that the supervisee fulfils the requirements of their role as prescribed by their position description. It is more concerned about what the organisation needs the employee to do in the role. It predominantly focuses discussion on the tasks and processes of the role rather than the practice, development or support of the individual. Line management supervision is often also referred to as administrative, managerial or operational supervision.
If supervisors only use this type of supervision, over time supervisees can feel that supervision is a little stale and is only focused on organisational needs rather than the supervisees themselves. Given the nature of the role, it is important that the supervisor bring a balance to the discussion for the supervisee to feel valued and supported rather than just having discussions about what the organisational needs are (Falender & Shafranske, 2012; O’Donoghue, 2015; Watkins & Milne, 2014).
Given what we have explored so far, Table 1.1 provides an overview of what supervision is and the things you may discuss in supervision meetings. The table overviews the four key areas of focus in supervision discussions. The first area is about the professional and how they engage and practice in their role. The second area of the supervision discussion looks at what organisational requirements may be discussed in the role. The third area is about the person and support of them in their role, and the final area is about the development of the supervisee in their role (Kadushin & Harkness, 2014).
Professional/Practice |
Organisational/Administrative |
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The how, what and why of the supervisees’ work. Supervision focuses on reflection in the role and explores ethics and ethical dilemmas. Understanding appropriate professional approaches in the supervisees’ work. Supports the focus of the supervisees’ work through their professional framework and decision-making processes. Developing and maintaining a professional identity in the role. |
Discussion focuses on the tasks and processes in the role, policies and procedures, budgets, projects, planning, all administrative aspects to the role. Resource allocation, compliance, accreditation, continuous improvement, reporting, monthly reporting, client or customer satisfaction, statistics, documentation, case note processes, evaluation processes, human resources, performance in the role, annual review process. |
Educative/Professional Development |
Support/Person |
Maintaining professional excellence. Growth and development. Conference presentations, transfer of learning from any training into the role. Training needs, maintenance of competencies and skills, research, use of evidence base. |
Health and well-being. team dynamics, self-care, work and life balance, beliefs and values, workplace relationships, job and role satisfaction, personal responsibility and professional accountability, refuelling, debriefing, being supported, encouraged, appreciated and supported in the role. |
Now might be a good time to go back to see how you defined supervision in the previous questions. Was it close to the definitions you have just read?
Now that you have reflected on what you think supervision is and considered the different types of supervision, here are some questions for you to think about in terms of the supervision you will be providing to others. The following questions are also useful to explore with your own supervisor. They are also useful questions to ask your supervisees so you can gain their understanding and reflections on what they believe supervision is.
Questions to Reflect on as a New Supervisor
The supervision I am going to provide will be effective because of:
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I know that I receive quality supervision myself when:
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I am going to evaluate the effectiveness of the supervision I provide by:
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The model of supervision I am going to use is:
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The skills and knowledge I already have as a supervisor include:
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I am interested in being a supervisor because:
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The following questions are also important to explore with your supervisee early on in the supervisory relationship.
What do you think supervision is?
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Is there anything that you would like to know about me as a supervisor?
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What things would you like me to know about you?
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What is the most effective way to seek feedback from you about how supervision is going?
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What approach would you like me to use in our conversations?
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Now that you have started to think more deeply about your new role, there are just a few more things to consider. Before you commence in the role, start to develop a list of things to do so that you know you are ready to go. First, consider the need to attend reputable quality training. Ask your professional circles about what supervision training others have been to, what the training includes and the cost per day. The training program needs to have both a theoretical and practice component and provide you with the pathway to transfer your learning back into the role almost immediately.
Quality training has information, materials, articles, tools, resources and frameworks that can be transferred directly back to your supervisory role. Training materials need to include the latest evidence on supervision. If you do not have the opportunity to use the information from the training, it will start to disappear within a month after the training. We will talk more about training in Chapter 3 (Carroll, 2010; Falender & Shafranske, 2012; Terry, Gonsalvez, & Deane, 2017; Tsui & Cheung, 2004; Wolsfeld & Hay-Yahia, 2010).
Second, understand what process of supervision you are going to adopt. This includes the documents you may need to develop and implement, if you need to do any monthly reporting for your own manager or supervisor, how minutes will be documented and stored and what will happen to the supervisee’s file if the supervisee moves to another supervisor or leaves their role. Also consider what, if any, supervision model you will use to guide discussions and what the evaluation process will be to ensure that your supervision is effective.
Will you need to consider any cultural practices in supervision, and how might you do this if you have staff from a diverse range of cultures or backgrounds? All of these things will be covered in this guide; however, at this stage as you are reading, just consider the things that will be necessary. Finally, start to prepare yourself for the role. Be confident in what you already know, what experiences you may have had in supervision, and be open with supervisees about the fact that you are new to the role and learning alongside them. Most staff will be giving and forgiving as you have your learner’s plates on in the role. We all have to start somewhere, and if you have been lucky enough to have quality supervision yourself, you will have some idea of how to start the process and, if not, this guide will be helpful as you get underway.
Appropriate Insurance
Many supervisors working in organisations and in private practice do not have adequate insurance. Insurance can be expensive, so it is good to shop around for it to be cost effective, particularly if you are in private practice or your own business. If you are going to be a supervisor in an organisation, they will most likely have their own professional indemnity and public liability insurance; therefore, you will not have to take out additional insurance. If you have a qualification in counselling, social work, psychology, community services or physiotherapy you may already be a member of your professional association and already have professional indemnity insurance.
Being a member of a professional association is important, not only for the opportunity to feed into relevant reviews, participate in committee forums and receive valuable information but also because you most probably will be covered with an appropriate level of professional indemnity and public liability insurance (AASW, 2014; AHPRA, 2017, NASW, 2013). Consider what level and type of insurance you think you may need if required and seek a number of quotes outlining the type of supervisory work you will be engaged in. Costs can be dependent on the services you provide, particularly if you are in a private practice or business, so it is useful to check what the policy covers. It is also worth checking with your professional association about the coverage you may have as part of your membership and what services are included in the policy to ensure you have adequate coverage.
A search of insurances companies will provide you with a range of options, and then you can check which one suits you best. If you are a manager or supervisor in an organisation or business, you may not need any additional insurance coverage, so check with your direct line manager. Table 1.2 is a simple checklist of the things that may be required as you start in the role of a professional supervisor.
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Supervisor Checklist |
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Identified appropriate supervision training | |
Attended supervision training | |
Thought about someone who has inspired me | |
Documented the skills I have to be a supervisor | |
Checked if I need insurance | |
Understand the different types of supervision | |
Engaged in my own quality supervision | |
Talked to others about how they set up supervision | |
Completed the reflective questions in this chapter |
As we finish our first chapter about understanding the role of supervision, we have defined what supervision is and provided some reflective questions for you to consider as you commence in the role. You have thought about someone who has inspired you and documented what you remember most about them. As you go read through the chapter summary, review the great questions for you to consider as you start the role.
Chapter 1 Summary
Supervision is an important part of any employee’s role. It provides the necessary support to provide quality outcomes in the role and a professional conversation that supports staff to reflect on what they do. Remember to attend training prior to commencing in the role if you can and check in with other supervisors who you know to understand the pitfalls of commencing in the role so you don’t have to reinvent the process.
Your key points in understanding the role of supervision.