My Experiences of Line Management Discussions

• What types of things does your manager usually discuss with you?

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• How do these conversations support you in your role?

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• How do these conversations consider how to continue to grow and develop you in the role?

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• How do line management discussion meetings reflect on the professional aspects of the role, your professional identity, how you engage decision-making practices?

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• Would you consider these meetings or conversations as supervision?

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Now that you have considered how your line management supervision meetings are conducted, you may be receiving line management supervision that focuses only on the organisational requirements of the role or a mix of line management and professional supervision, where the manager balances the discussion by exploring how you are doing in the role, exploring the professional approaches you undertake in your role and how to continually grow and develop you in the role.

Some supervisees have two separate supervisors where one provides the line management supervision and another provides professional supervision. There are many professionals who have their line manager supervisor who is also their professional supervisor, therefore acting in a dual supervisory role. Others may have their line manager from within the organisation and the professional supervision may be provided by another professional external to the organisation, often referred to as an external professional supervisor. Supervisors who are external to the organisation predominantly focus on the professional and educational aspects of the role.

Whilst there are benefits to having the same supervisor both as a line manager and professional supervisor – because the supervisor can then focus on all aspects of the supervisee – many professionals are moving to have their internal line manager/supervisor focus on the requirements of the role and a different supervisor either internal or external to the organisation to provide professional supervision.

Line Manager vs Professional Supervisor

As outlined in Figure 2.1, the line management supervisor is responsible for the day-to-day activities and performance of the supervisee to ensure operational, organisational and strategic goals are met. Line managers have the administrative responsibility to ensure adherence to structural processes, compliance with policy and organisational requirements and to monitor work practice (Falender & Shafranske, 2007, 2009). The role of the professional supervisor is not so much to deal with the performance of the supervisees in their role or respond to various management issues. This is the role of the line manager. Where the supervisor is both a line manager and professional supervisor, it is important to have a proper process in which any underperformance or performance management issues can be discussed, for example, in line management supervision discussions (Falender & Shafranske, 2008, 2012; Farmer, 2009).

Figure 2.1Relational nature of professional supervision.

The professional supervisor’s role is to provide the supervisee with the space and opportunity to explore and maintain quality client outcomes through reflection on the practice components of their role. This role supports the supervisee to develop, enhance and maintain professional practice skills and knowledge, with a view to high performance outcomes. Professional supervision is a collaborative and positive process, a formal arrangement with an appropriately trained and experienced professional that facilitates quality client outcomes (Gillet et al., 2013; Shaw, 2004).

If you are an external supervisor, it is important to get to know your supervisee’s internal line manager where possible and form a three-way co-supervisory partnership in the supervisory process. Where this is possible, there is the opportunity to really support the supervisee and achieve the following:

• Undertake a three-way evaluation of the effectiveness of supervision on an annual basis.

• The external supervisor can provide valuable input to the supervisee’s annual review from the external supervisory process.

• The external supervisor can be a useful referee if the supervisee changes roles or jobs.

• Themed feedback can be provided to the line manager about what is being achieved in supervision (remembering confidentiality principles and discussing level of feedback with the supervisee).

Some internal supervisors do not feel the need to get to know the external professional supervisor, but where you have the opportunity it can be useful to do a ‘meet and greet’. If you are an external supervisor, there are a number of key questions you could ask the internal supervisor that demonstrate your willingness to work together in the supervisory alliance.

You could meet at times throughout the year to have a conversation about how supervision is progressing. At no time is confidentiality to be compromised, so it is important to have tools and frameworks to only discuss themes of the supervision discussion without disclosing any content and information about your detailed discussions.

Questions may include the following:

• What might be the key things you could see us working on in supervision over the coming twelve months?

• What reporting processes would you like to see in place?

• How do you think we can work together to support the supervisee in our respective roles?

• Do you think it would be useful to regularly discuss how things are going and, if so, how often?

• Are there any things coming up in the organisation that may be useful for me to consider in our supervision meetings?

• How can I be a support to you as the line manager with the focus of external supervision?

Reporting Requirements

If you are an external supervisor, many organisations require some form of report about how many meetings have taken place during the year, dates meetings have been held and what key areas have been a focus. This is particularly important if they are paying for the supervisee to engage in external supervision. Consider what is relevant and appropriate to include in a report if you are required to provide one, and remember that the detail of supervision is confidential, so provide an overview of supervision, thinking about what is confidential and what you can share. Having a range of supervision and professional tools is desirable as you can then refer to these in a report without compromising the integrity and confidentiality of professional supervision. Some organisations also require you to sign a formal contract when you commence supervision with staff, and it is important to reflect and consider the detail prior to signing the final copy.

If you are an internal supervisor, writing a report on an annual basis may also be useful. In many organisations, professional supervision is not afforded the time and value it requires to gain maximum benefit. Taking the opportunity to report on your commitment and process of supervision may provide the organisation with the impetus to see supervision as a valued activity. Many organisations also report on supervision in their monthly report to a board of management or senior management group, so being clear on what you are reporting on is crucial (Falender & Shafranske, 2012).

Balancing the Relationship as a Line Manager and Professional Supervisor

It is important to consider how to balance the relationship between line supervisor and professional supervisor for the reasons outlined above. When you commence supervision with a supervisee, discuss the challenges and boundaries that may be present in such a relationship and how you both might manage this. Because there is a dual role, you may find the supervisee holds back a little over time because you are in a position of authority, and this automatically sets up a power imbalance in the supervisor/supervisee relationship. It is important to have a clear approach to managing performance discussions if necessary, especially if the supervisee finds it difficult to provide feedback or have a conversation with you as the supervisor when things are not going well. Consider how you can protect the professional supervision relationship during those times.

Discussing these issues and challenges in the first meeting will assist to take some pressure off the dual relationship. Document what you discuss with clear strategies to use during any challenging times. Have a clear framework for communication around how you might put the professional supervision process on hold to discuss line manager issues, and how you might preserve this valuable process, so you can return to the professional supervisory relationship once you have moved through the challenges or issues. Some supervisors put the professional supervision on hold and engage a different process, so the professional supervision process is maintained as a positive and engaging process for both parties (Karpenko & Gidycz, 2012).

Chapter 2 Summary

Think about the differences between line and professional supervision. Consider what role you will have, that is, internal or external, line manager vs professional supervisor. If you are an external supervisor, endeavour to meet with the internal supervisor where appropriate in the spirit of a partnership approach. If you are in a dual role of line manager and professional supervisor, outline the two roles with the supervisee early on in the professional relationship. Consider what reporting requirements there may be about supervision on an annual basis, and maintain confidentiality and integrity of the discussions in supervision that take place.

Key things to consider in Chapter 2 about the difference between line and professional supervision.