We are pleased to share an article entitled “Journey to excellence; Activating Mentor Coaching and Supervision” by Queen Ramotsehoa.
What’s the difference between mentoring and supervision?
I am sharing the distinction between mentoring and supervision from my general understanding of the distinction between the two.
Supervision is a relationship focused on the supervisor availing self to ‘coach’ the whole system, coach, client, sponsor and system to work for the benefit of the coachee. Through supervision the coach gets to ‘see what needs to be seen and taken into account’ to go back to creating a powerful and enabling system that will ensure that the coaching objectives are met holistically. A coach finds a safe space in supervision to acknowledge even personal experience of the coaching contract, and whether there is any need for regrouping with self in the coaching contract so that everyone wins, because of the contribution of the coach, and not at the expense of the coach.
I use the mentoring relationship inline with the popular definition of mentorship, ‘a mentor’s hindsight is a mentee’s foresight’ (not sure who the author is). I use mentoring to ask for advice, especially as part of preparation. The mentoring sessions for me is brainstorming of the mandate and still looking at the client, the sponsor, the system and the desired output, form more identifying the best way to render the service.
When would you access either?
The best definition of mentorship for me as already shared, is that a mentor has walked the path already, so I tap into my mentor’s wisdom while preparing. I sometimes receive a brief on something I know I can do really well, and maybe have to approached it from a required angle. Sometimes I know what to do and I also see an opportunity to add of reposition parts of my coaching for maximum impact, especially given the fact that each coach session is different. I then work with my mentor to bounce off ideas, brainstorm and check which impact will work and what I should look out for.
I approach a supervisor for support with mastering my coaching skills. Most of the time when I need to reflect on my experience with a client, where I am sitting with doubt of what should happen and how it should happen, and when I have walked away from a session not sure I showed up the best possible way, and managed the coaching process for the client’s benefit. So for me supervision is about getting the support that I need as a coach, so that how I show up allows maximum benefit for the client.
What are the benefits?
The benefit of mentorship for a mentee is that you have an experienced colleague who is willing to think with you as you prepare, and support you to unpack the brief that you have, ensuring great prospects in delivering good coaching that delivers the shifts that clients are contracting you for, plus more.
Supervision is about partnering with a peer or more advanced colleague to explore all the relevant components of a coaching agreement and coaching experience, with the intention to understand what is working, what is missing and what needs to be attended to for the coach to have the necessary clarity in the coaching role. My favourite supervision model is The three worlds four territories model of supervision by Mike Munro Turner which I resonate with a lot:
- The coachee’s workplace culture and relationship to that culture.
- The coachee and the relationship with the coach.
- The contribution of the supervisor to the getting clarity of what the truth is about the coaching contract.
I love a supervision session where we explore all this with the coach. So much becomes available, the relationships, attitudes, dynamics and all that contributes to the coaches’ ability to create the space for the coachee and for self so that the coachee, the coach and the sponsor win.
I also love how this situation also allows the supervisor to self-reflect and grow.
What are mentoring and supervision best practices?
The following for me work:
- Clear contracting. Everyone involved needs to know what is expected from them in contributing to desired results.
- Routine also works. This enables the scheduling of meetings so that the process is not haphazard, and provides real support.
- Agreed structure of meetings, including the logistics.
- Agreed actions as part of both preparation and follow-up of sessions.
- Openness and continued evaluation of what works, and what is missing.
- Commitment by all to contribute to success.
- Clarity of what would lead to termination of the agreement and how to manage it.
- I guess above all, that the experience is pleasant.
When is it required or just the right thing to do?
I believe that anyone in a profession that they take seriously needs to continue ‘to sharpen the saw’ in Dr. Stephen Covey’s words. So an agreed routine makes it a culture. There are also times when something happens where the coach needs either mentoring or supervision. This needs to ideally be available and provided for in the agreements.
What are the ways people engage with mentor coaching? Supervision?
There are many possible ways, and the team have to agree inline with what makes it possible. I believe with the advent of COVID-19 both virtual and face-to-face have become possibilities. The other aspect to consider is whether the team chooses a formal setting or not. Whatever situation, the choices must enhance the value and benefit from either mentoring or supervision sessions, and not devalue the professional and seriousness of the commitment.
What to look for in terms of the coach? In terms of the process?
- Compatibility is key. The coach must be clear what the desired benefit and growth area is, and identify the mentor and supervisor who has the skills and experience to deliver the outcome.
- Make sure your values are compatible, not the same, compatible with the mentor and supervisor. This is important because the relationship is not one of telling, it is more exploring and checking understanding. You want to explore with someone whose values and commitment are compatible with yours, and is also exemplary.
- I would also look for someone who will be able to make time and accessible.
- Openminded and long-life-learning professional.
- Someone who pays attention to the contracting, who is invested in creating a safe and enabling environment for learning.
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