Setting Up the First Supervision Meeting

Let’s look at what needs to occur in setting up the process prior to or upon commencing supervision. This is the time to consider what relevant documents need to be developed and ready to go. Setting up the process and framework may take more than one meeting, so remember it does not need to be done all at once, but given that supervision documents can be requested by the supervisee and other parties, try to complete them in a timely manner.

The key tasks that need to be completed in setting up the supervision process in the first meeting or two are:

1. Set up a supervisee’s supervision file.

   Some organisations require all staff to have a hard-copy file that includes tabulated sections in the file with the relevant supervision documents that may include the following:

   • Supervision agreement/contract

   • Minute template

   • Supervision policy or procedure

   • Copy of a supervision model

   • Supervision log/schedule

   • Learning and development plan

   • Copy of previous meeting minutes

   • Position description

   • Training record

   • Strategic plan (for senior staff/managers/executives)

   • Copy of relevant practice standards

   • Code of ethics

   • The supervisee’s CV/resume

   • Previous annual review documents

   Some organisations are moving away from a hard-copy file, transferring record keeping to electronic files. Whichever system you use, it is important to understand the industrial nature of the documents that are relevant to the supervisory process and ensure they are treated within the bounds of privacy and confidentiality.

2. Develop a checklist (see Table 4.1) – a checklist provides an overview of all the documents that are included in the supervisees file, dates of when documents are completed and signed off, for example, supervisory agreement/contract, intake/assessment, etc. This may also include all the documents listed above that would be placed in the supervisee’s file.

3. Monthly supervision schedule/log – this is a document that records the date each month that supervision takes place, the type of supervision you provided and both the supervisor’s and supervisee’s signatures. (There is a sample copy later in this book.) I provide two versions of an annual supervision schedule record, one for the supervisee to include in their supervision document portfolio/file and one for the organisation to place on file. They look slightly different and are great to refer back to if information is needed for any reports later on. A supervision document portfolio has a range of documents included that represents a whole supervision file.

4. Intake questions – in the first meeting it is important to get to know the supervisee. Using a range of questions, the intake document sets out clear expectations of the supervision process; the supervision model you will use; the relationship parameters; as well as roles and responsibilities of both parties. These questions are useful to come back to if issues arise at any time in the supervisory process or relationship or to check what expectations were discussed when you commenced the supervisory process. It is also useful to review the intake questions on an annual basis as things can change over the period of a year. Discussing the intake questions can take up to an hour. This will be explored in more detail in Chapter 6.

5. Copy of the supervision model – place a copy of the relevant supervision model that you may be using on file. Some supervisors use a strengths-based model of supervision or a reflective model of supervision. I use the PASE (Practice/Professional, Administrative/Organisational, Support/Person, Educative/Professional Development) model of supervision. Remember to consider what model to use if you are providing supervision to staff from different cultural backgrounds. I use the CASE (Cultural/Professional, Administrative/Organisational, Person/Support, Educative/Professional Development) model titled Yarn Up Time. Don’t worry too much about using a model when you are new in the role. The important thing is to set up the process properly and use other, more detailed tools such as a supervision model as you gain confidence and experience.

6. Discuss and sign the supervision agreement or contract ensuring it maps to the supervision policy that you use. Where possible, review the supervision policy with the supervisee in the first or second meeting to ensure they understand the detail of the document and what is expected. Also read through the agreement/contract together if you decide to have one. It is ideal if the policy and agreement includes the same language as this saves any confusion where the documents may have different intent because the language does not relate to each other. Both parties then sign the agreement/contract and place it in the supervision folder. If you are using electronic documents, the supervisee places their name and signature with date in the document and this is then placed on file.

7. Supervision focus evaluation – this document provides an evaluation of the supervisory discussion at the end of each meeting and captures where the discussion has been focused. It is also important to have an evaluation tool that is also used on an annual basis to assess the effectiveness of the supervision itself. Your evaluation tool may simply ask the supervisee how effective the meeting was, ask them to evaluate supervision – 0 (not effective) to 10 (highly effective) – or have your own questions to ask the supervisee at the end of each meeting. It is important for both parties to define what ‘effective’ means so that you have a clear definition of what you are evaluating.

   You can also use a scaling process to ask them different questions. You can evaluate supervision at the end of the meeting by asking the supervisee what was important in the discussion for them, what the key messages were, or what they are going to take from supervision back into their role. It is often not useful to ask the supervisee ambiguous questions such as what worked well, what did not work that well or what could have been different in the discussion. There is a power imbalance in both roles, so you want to ensure you have questions where the supervisee can provide open and honest responses. Often when I observe supervision and the supervisor asks the supervisee how they felt about supervision and what worked well or what did not, the supervisee provides feedback that the discussion was really good and they got a lot out of the supervision meeting. When I then meet with the supervisor and supervisee separately, you can get different feedback.

8. Review the supervisee’s previous annual review/appraisal document where the supervisee has one. Ensure that any areas of focus for the supervisee from their annual review throughout the year is then included on the supervision agenda to explore when appropriate. You can then see what you have focused on in supervision throughout the year, and this can be included in the annual review discussion around the great work and successes the supervisee has had throughout the year.

9. Copy of the supervisee’s CV/resume – I usually ask for a copy of the supervisee’s resume as this can assist me to see what further training or qualifications may be needed over time. I usually review the resume with the supervisee on an annual basis and have a discussion in supervision about career planning. It also assists the supervisee to have a discussion in supervision about updating their resume on a regular basis.

10. Copy of the organisation’s supervision policy or practice guidelines – this is important to have on file as it guides what the supervision process is all about. Taking the supervisee through the policy and/or practice guideline means that both parties understand the parameters of the supervision process and how things will work.

11. If you are an external supervisor, have a copy on file of any relevant contract/agreement that you may have with the organisation or business.

12. Copy of the supervisee’s position description – this is useful as it keeps both parties on track when discussion is focused on line management topics. It also shows both parties what the supervisee is required to do in the role and how they will continue to meet the organisation’s requirements.

13. If your supervisee is a manager, leader, etc., place a copy of the organisational or business strategic plan on file. This will assist you to maintain a focus on what the organisation requires and the supervisee can shape agenda items around the strategic or business plan for meetings.

14. Previous annual review/appraisal documents (if relevant) – having the previous annual review document in the supervision file is useful because you will be able to see what the outcome of the supervisee’s performance in the role was. This will be easy if you are the line manager as it is highly probable that you have led that meeting. If you are an external supervisor, the annual review document is important as it gives you information about what might be useful to include on the agenda throughout the year.

15. Copy of the supervision model you are using to guide the supervisory discussion.

This may appear to be a lot of documentation to think about. However, if you set up a thorough process in the beginning, this provides the supervisee with a clear understanding of your commitment to supervision and demonstrates that it is a professional activity, not just a conversation that you have on a regular basis. If you run out of time in the first meeting to set up the file, which sometimes happens, the most important thing is to complete the intake questions at the least. The intake questions provide an important framework for you to get to know your supervisee and set the expectations of the supervisory process. You can then complete the other documents in the second or subsequent meetings.

You may prefer to ensure that the supervisee brings their agenda items to the first meeting, particularly if there is something they need to discuss within the supervisory environment. If you then have time, you could start to complete the intake questions and set up the file. Whichever way you decide to conduct the first meeting, remember to set up the process properly in the first couple of meetings, and then you can be satisfied it has been established well. Getting to know each other in the first meeting is more crucial than administrative documents as it sets the tone for the relationship in the longer term. Try and find a balance in setting up supervision well over the first few meetings.

These self-check questions are useful to consider as you set up the process of supervision.

Other things to consider:

• Have paper, pen and water in the supervision meeting room.

• Have a copy of the supervision policy to review in the first meeting.

• Remember to have a copy of the supervision agenda/minute template document.

• Take in the supervision model to go through with the supervisee.

• Include a copy of the supervision agreement for review.

• Set the agenda prior to the meeting or at the beginning of the meeting.

• Be present and mindful in the process so the supervisee knows you are present.

• Bring the supervision file, that is, a folder, manila folder or whatever type of file you are required to use.

• Prepare the room to reduce or minimise noise – put voicemail on your phone or turn off any mobiles.

New Supervisors Information Sheet

The following information sheet can assist you as you get to know the supervision process.

• Step 1 – Preparation

  • Physical checklist

    • Check the physical environment, water, paper and pen, temperature, distractions, sound proof, free of distractions or interruptions, etc. Ensure you have a watch or clock on hand to check the time.

    • First supervision meeting, copy of relevant documents (agreement, policy, supervision folder, position description, last annual appraisal doc, supervision document portfolio, model, etc.)

    • Set up the professional supervision file

    • Check the time you have any meetings or appointments after supervision to ensure adequate time (first supervision usually ninety minutes)

    • Discussion on expectations, roles, etc. in line with questions in the intake and assessment document

    • Discuss the format and process of what the first and subsequent meeting are all about

    • Outline the supervision model that is going to be used

  • Your self-checklist

    • Am I clear on my framework, process and intake assessment questions?

    • My role and the role of the supervisee

    • Reporting and documenting requirements

    • Expectations of both parties

    • Appropriate supervisor style

• Step 2 – Introduction

  • First supervision meeting:

    • Ensure the supervisee feels welcomed

    • Discussion occurs to set up the supervisory discussion and environment

    • Introduce supervision and what it is, the purpose, format, roles and responsibilities

    • Encourage the supervisee to ask you about your professional experience, if you have attended training, what supervisory experiences you have

    • Frequency of supervision sessions, meeting structure, expectations

    • Your availability and non-availability between supervision meetings

    • Review process/evaluation of supervision to ensure it is effective and produces outcomes desired

    • Reporting processes

    • Storage of supervision minutes

    • Actions and follow-up process between meetings

• Step 3 – Intake process

  • Complete intake supervision questions, for example:

    • Has the staff member engaged in supervision before?

    • What have their experiences of supervision been like?

    • What have been the expectations of the supervisor/supervisee?

    • What do they see as their role and your role in supervision?

    • What does the staff member like from supervision within a given timeframe?

    • What would the staff member like from you as the supervisor?

    • How does supervision form part of the annual review process?

    • What is the supervisee’s definition of supervision, what is their purpose for engaging in supervision and what do they see as the benefits of supervision?

    • What tasks need to be completed in the first meeting supervision?

    • Are there any cultural needs that the supervisee has?

    • How does the supervisee like to receive feedback?

    • What is their preferred learning style?

• Step 4 – Supervision agreement

  • First meeting – complete the supervision agreement, both signing with a copy placed on file

  • Read through the agreement to ensure the supervisee has an adequate understanding of the intent of the agreement

  • Review and understand the expectations from the supervision policy – if you are an external supervisor, ensure you have opportunity to read and review the organisation’s supervision policy to know what your role is and how you may need to meet the expectations of the organisation

• Step 5 – Agenda

  • Develop the supervision agenda together either prior to or at the beginning of each meeting. Lead off with the question, What would you like to focus on today?

  • If it is not a first supervision agenda, ensure the supervisee brings agenda items to the meeting.

• Step 6 – The supervisory discussion

  • Check the time you both have (sixty minutes goes by quickly)

  • Guide the discussion by the agenda and model if you have one

  • Encourage self-awareness and reflection

  • The meeting needs to have purpose and focus

  • The discussion may focus on:

    • ethical issues and dilemmas

    • client/patient case discussion

    • policies and procedures

    • professional boundaries

    • skills and professional development

    • training needs

    • supporting the supervisee in their role

    • workload management

    • workplace dynamics, team functioning

    • performance appraisal processes

    • workplace issues, team dynamics

    • work flow/planning

    • setting goals – it is now the (date) ____/____/____ and I have/am

      ________________________________________________

    When I set goals with supervisees, I usually ask them to forecast what they see as their success thinking towards the future. For example, my language for goal setting with supervisees is, ‘If we have been working together for six months, think about what we will have achieved between next June and now’. When we set goals that way, the supervisee’s thinking will forecast out to June first and then work backwards. If I use the language, What do you think you will achieve in supervision over the next six months? it is more difficult for the supervisee to consider what achievements they will have made.

• Step 7 – Close

  • Be aware of time, finish on time

  • Begin to close the session five minutes prior to finish time

  • Summarise the key focus of the discussion

  • Do not allow any new agenda items to come out of left field near the end of the discussion

  • Discuss action items and any follow-up to be completed before next meeting

  • Ensure supervisee leaves meeting in a positive space

  • Undertake evaluation of the discussion

Supervisor Reflection Questions

• What are my thoughts on our focus in the discussion today?

• How did the supervisee see the discussion from our evaluation?

• Do I think the supervision session was effective and supportive? How do I know?

• How did the supervisee respond in the meeting to the discussion?

• Is there anything I need to follow up?

• How did the supervisee interact during the discussion?

Completing the Supervision Agreement

There has been a lot written about having the supervisee sign a supervision agreement in the first or second meeting. Equally, there are many supervisors who do not feel the need to have a supervision agreement in place as the organisation’s supervision policy or procedure is detailed enough to set the framework for supervision. Whichever way you decide to go, ensure that you review the agreement with the supervisee if you have one. Going through the document together ensures there are no misunderstandings about what is contained in any of the documents or the meaning of any of the content (O’Donoghue, 2015; Watkins & Milne, 2014).

You may already have a specific layout for an agreement that you use. If not, you can develop the detail of a supervision agreement in partnership with the supervisee. The importance of having an agreement or contract is to ensure both parties are committed to the process and view the supervisory process and framework as important.

In the first meeting, both parties explore the supervision agreement/contract to gain an understanding of the following.

The Bounds of Confidentiality

• The environment in which supervision takes place

• How to manage distractions such as phones and anticipated interruptions

• The professional relationship and expectations of both parties

• What is discussed and put on the agenda for meetings

• How minutes will be documented and stored given the ethical nature in which supervision takes place

• How supervision is evaluated

• What reporting processes may be required by the organisation (particularly if you are an external supervisor)

The importance of having a written supervision agreement:

• It represents and reflects the commitment that the organisation has to supervision.

• An agreement ensures the supervisee is aware of their responsibilities and the role that supervision plays in their work.

• It ensures the supervisor is aware of the responsibility in their role.

• The agreement ensures that meeting minutes are recorded within best practice principles, and this provides a basis for review and developing the focus of all discussions.

• It provides an understanding of professionalism and how discussions will take place in supervision.

• The document assists both parties to develop a forum for continual review.

• It provides clarity on how supervision will be evaluated and how often.

• An agreement clarifies how the annual appraisal process links to supervision.

• It encourages joint responsibility.

Key areas for the supervision agreement include

• The objectives of supervision

• Frequency of supervision sessions

• Supervisor availability between supervision meetings

• Structure of meetings

• Practicalities – where, when, how often, how long, duration, what to do if supervision cannot be held, how to reschedule the next session, what form the supervision will take, for example, who will be involved, what model will be used, what does communication look like in between sessions

• Responsibilities of each party

• Process for dealing with ethical dilemmas

• Process for review, assessment and evaluation

• How feedback will occur and how often

• Minute taking and record-keeping methods

• Confidentiality and privacy

• Grievance/complaint processes for both parties

• If supervision is voluntary or a requirement in the role

• Any reporting requirements

Supervision Policy

Most organisations have a clear, well-documented supervision policy. During the first supervision meeting, the organisation’s supervision policy is discussed and reviewed in line with the supervision agreement/contract (Table 4.2). Both documents need to relate to each other, using the same wording and phrases. It is important to review the organisation’s supervision policy together to set clear expectations and ensure the supervisee understands what they are signing, so both parties maintain the integrity of the policy. A copy of the supervision policy is then placed in the supervisee’s file for future reference.

Wherever possible, I read through the supervision policy with the supervisee in the first meeting so that they understand the content, and it supports us both to make a commitment to enact the detail of the policy. If you do not read through the policy with the supervisee in the first meeting, then it is important to read through the supervision agreement/contract and review particular parts of the policy for discussion with the supervisee.

Knowing that you follow a proper and professional process with these documents ensures that over time, others get to know how you set up the supervision process. Further, if any issues arise regarding your supervisory practice, you know you have a clear and solid framework that includes reviewing relevant documents in the first meeting, providing integrity and credibility as a professional supervisor (McAdams & Wyatt, 2010).

Setting the Agenda

The supervision agenda provides a focus for the discussion in each meeting. It guides the discussion focus and still allows adequate flexibility to depart from the agenda when necessary. As most supervision meetings go for an hour, sixty minutes flies by very quickly, so the agenda assists both parties to keep on track and use the time wisely. The supervisee can provide agenda topics prior to or as you begin the meeting.

It is ideal to know what is placed on the agenda a couple of days prior to the meeting; however, in many cases this is unrealistic given both parties’ busy workloads and lack of time, so many supervisors set the agenda at the beginning of the meeting. I usually set the agenda with the supervisee using the PASE model (see Figure 4.1) as we begin the meeting by asking the question, ‘What would you like to focus on today in our supervision conversation?’

Figure 4.1PASE model of supervision (includes words to form an agenda at each meeting).

There has been a lot written about the different functions of supervision, but there is limited information about how to engage the supervisee in supervision discussions using a well-defined and integrated supervision model. As a result, over the last ten years I have developed a suite of supervision models to support any role in an organisation, and the one to refer you to as you start your journey as a new supervisor is the PASE model of supervision.

The PASE Model

The PASE model of supervision provides a focus for the supervision discussion. Aimed at supervisees in professional and practice roles or for supervisees who are working with clients or consumers, the PASE model allows both the supervisor and supervisee to focus on different agenda items from any of the four quadrant areas. It also allows both parties to focus the discussion as soon as the meeting commences, and it assists the supervisor and supervisee to use time effectively. Given that the model has four quadrant areas in which to focus the discussion, it helps the line manager to discuss the administrative tasks and processes of the supervisee’s role (Kadushin, 1993; Milne & Reiser, 2012).

The four quadrant areas of the supervision model are as follows:

• PRACTICE/professional

  • This quadrant of the supervision model is all about working with clients. The focus of the supervision discussion includes agenda items such as professional identity, relevant interventions to use with clients, approaches used, theories, ethical decision making and how to deal with ethical dilemmas. Agenda items may also explore the language we use as a professional in the role, question types to use with clients, case/client planning, research/using the latest evidence base in the supervisee’s work, and how the supervisee engages in assessment evaluation skills in their work. It is all about the practice of the supervisee as a professional in the role. When the supervision discussion focuses in this quadrant, the supervisor’s style is usually reflective as there are many reflective questions that are used to explore the supervisees professional work.

• ADMINISTRATIVE/organisational

  • This quadrant in the supervision model is all about the organisation’s requirements of the role. Discussion focuses on how the supervisee adheres to their position description. Agenda items include discussion around the tasks and processes of the role, policies and processes relevant to the role, what the organisational requirements are in the role, leave planning, workflow management, compliance, accreditation, licensing, deadlines, reporting, quality assurance, resourcing and budgets. The focus of this discussion is also about any other administrative requirements in the role. When the supervision discussion is focused in this quadrant, the supervisor’s style is usually directive. This is because the line manager usually engages in the operational needs of the role and provides guidance and direction to the supervisee.

• SUPPORTIVE/person

  • This quadrant of the supervision model focuses on the person in their role and what supports they may need to do their role well. Agenda items in this part of the supervision discussion are all about how things are going in the role, job and role satisfaction, allowing the supervisee time to debrief any personal challenges that may be impacting the workplace, supports they may require and exploration of solutions and options. The focus of this part of the supervision discussion is also about validating the supervisee, showing appreciation for their work. Validation and the discussion acts as a refuelling process. It is about minimising fatigue, stress and burnout. The supervisor uses a facilitative style of supervision when in this part of supervision as most supervisees can come up with their own answers if in a supportive discussion.

• EDUCATIVE/professional development

  • The fourth quadrant in the model is all about the supervisee’s professional development needs. Agenda items may include what training the supervisee needs, their development aspirations, career planning, integration of any learning from training or professional development back into the role, learning and development opportunities and updating training and/or review of the supervisee’s qualifications. Other agenda items may include ensuring role excellence, reading, using research to inform the role, presentations at conferences for professional development and learning and development planning.

Using the supervision minute template in Table 4.3, the minutes are written up using the four quadrant areas relevant to the discussion focus. There will be times when you might start the supervision discussion in one quadrant and the focus will change, so don’t worry too much about where you write the minutes. As you gain experience you will get to know where the focus of the discussion has been and write your minutes accordingly.

Supervision Schedule Record

Given the nature of supervision, it is important to document the details of when supervision takes place. Many professional associations in social work, psychology and counselling require records of meetings to be documented to show how many hours of supervision the supervisee has had over a twelve-month period. Other professionals such as human resources, legal, financial, teaching or nursing may not require such rigour to document supervision hours each year. A record of meetings can then be provided to the supervisee’s professional association or kept on file in case supervision records are audited. Details on supervision are also required to demonstrate continuing professional development hours for currency of professional practice in many professions.

A supervision schedule record details the date when supervision took place, the type of supervision that was engaged, duration of the meeting and signatures of both parties. The schedule record is useful as a record that can easily identify how many supervision meetings took place through the year and when supervision was cancelled or postponed. The schedule is also helpful when reporting the use of supervision in tender and funding documents or for annual reports. When the supervisee is unwell or on annual or long service leave, this is included in the record as detailed in Table 4.4 using a code that you will document in the schedule. It is kept in the supervision file and analysed at the end of each year.

As you can see from the sample supervision schedule in Table 4.4, all meetings are recorded even if the supervisee or supervisor cancels a meeting or if the supervisee is unwell or on leave.

The Supervision Structure

It is important to structure supervision meetings in a way so you do not run out of time. Allow adequate time to explore the agenda items and balance the focus areas of supervision as outlined in the PASE model quadrants already discussed, that is, professional/practice, administrative/organisational, support/person and educative/professional development. I always start supervision meetings by asking the supervisee, ‘What would you like to focus on in our discussion today?’ rather than, ‘How are you doing, what has been happening?’ This ensures we focus the discussion and use our time wisely. I usually start to wrap up the discussion with two minutes to go and then evaluate the focus of our discussion. I am always interested in how the supervisee is doing, but instead of having five minutes in the beginning of the meeting to check in, I will put that on the agenda under the S – Support/Person quadrant.

There are a number of ways to structure the supervision conversation. You may like to set an agenda with different headings, use the four quadrants of the PASE model to structure the meeting or use the four areas in Table 4.5 to focus the discussion.

However you decide to set the agenda, having a clear framework will enable the discussion to be more effective and you will be able to use the time wisely.

Closing the Supervision Meeting

It is important to keep an eye on the time without being too obvious or breaking the connection in the communication loop. It is also important not to conclude the supervision meeting if the supervisee is emotional or distressed. Being aware of and knowing the other person over time will assist to pick up messages and cues in relation to responses and emotions that may be present in the conversation. Keeping to the agenda and discussion will likely mean that no new agenda items will be introduced near the end of the supervision meeting.

A supervision model is a useful tool to help you finish meetings on time. The supervisee gets to know it is not appropriate to introduce a new topic in the later stages of the meeting and therefore use their discussion time wisely. It also assists both parties to know how to conclude the meeting, evaluate the discussion and carry over any relevant topics to the next meeting. This will ensure the supervision discussion ends on time with the supervisor providing a summary of what has been discussed. It also allows time to undertake an evaluation of the focus of the discussion (Watkins & Milne, 2014).

Where there is a need for more in-depth discussion that crosses into a therapeutic counselling situation, the supervisee needs referring to an employee assistance support provider (EAP). Where there is a staff conflict, or conflict between a staff member and the supervisee, it is more appropriate to refer the matter to a dispute resolution process. Do not feel as though you have to deal with this in supervision, as you are not taking the role of a counsellor or mediator in any part of the supervisory process. Whilst it is useful to know some simple mediation skills such as round up summarising or reality testing, professional mediators are well trained with specific skills and knowledge to know how to resolve any complex dispute or conflict (McBride, 2007).

End of Supervision Meeting Checklist

This is where the supervisor checks in with the supervisee about the supervision discussion to see how useful and effective it was. Asking specific evaluation questions will ensure the supervisee feels valued and provide guided reflection on what has been the most helpful in the discussion (Bishop, 2007). If you are not using a specific supervision model in which you have an evaluation process built in, the following questions at the conclusion of the discussion may assist you.

Sample Supervision Evaluation Reflective Questions

• What do you see as the focus of our discussion today in each of the quadrants 0–10.

• 0 is no focus, 10 is a high focus of discussion in that quadrant.

• _________________________________________________________

• _________________________________________________________

• _________________________________________________________

• What was important for you to cover in our supervision today? Did we cover everything that you needed to?

• _________________________________________________________

• _________________________________________________________

• _________________________________________________________

• What key things do you feel were most valuable in our discussion today?

• _________________________________________________________

• _________________________________________________________

• _________________________________________________________

• Have there been any important insights for you?

• _________________________________________________________

• _________________________________________________________

• _________________________________________________________

• What else would you like to have discussed or thought through?

• _________________________________________________________

• _________________________________________________________

• _________________________________________________________

• What would you like to carry over until the next supervision session?

• _________________________________________________________

• _________________________________________________________

• _________________________________________________________

• What other feedback today do you have that may be useful?

• _________________________________________________________

• _________________________________________________________

• _________________________________________________________

• In thinking about our PASE supervision model, did we have enough of a focus in the relevant quadrants in our discussion today?

• _________________________________________________________

• _________________________________________________________

• _________________________________________________________

Supervisor Self-Reflection Checklist

At the conclusion of the supervision discussion, it is also important for the supervisor to engage in their own brief reflective process to self-evaluate the effectiveness of the supervision meeting. The items in Table 4.6 are useful to reflect on and then bring forward any insights to either your own supervision meeting or the next supervision meeting with the supervisee (Carroll, 2007a).

Chapter 4 Summary

In summary, preparing the process and getting ready for your first meeting can feel like a lot of work. However, when the process and framework are set up well, you will reap the rewards later. Developing a good relationship where rapport is built and trust developed will enable the supervisee to feel valued and supported. When you rush this process, it can give a different message. Key things to focus on in setting up the process in the first couple of meetings is the file and what is contained in it – what documents you think are important to set the scene. Try to have the policy and agreement with similar language so they refer to each other. Remember that supervision fits within an ethical and industrial process, so this part of the process is important.

Remember to

• Set the context for supervision

• Be on top of your game as a supervisor like any committed and dedicated athlete

• Reflect on what has influenced your own supervision

• Understand what reporting requirements need to be in place

• Know the culture of supervision in your organisation

• Be clear on your role

• Set up the supervisee’s file with all necessary documents

Key things to consider in Chapter 4 about setting up the supervision process.