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Ashridge Postgraduate Certificate in Advanced Supervision

Ashridge Postgraduate Certificate in Advanced Coaching and Organisation Development Supervision

Our supervision philosophy

Supervision is making an important contribution to the professional development and quality assurance of consultants and executive coaches, and is becoming a key differentiator in the marketplace. With the growing professionalism of the organisation consulting and executive coaching fields, supervision is central to many formal qualifications in consulting and coaching. As more consultants work independently or as ‘sole practitioners’ in many of their assignments, there is a growing need for time and space to reflect in a supervisory relationship.

The Ashridge approach has been subject of a number of articles and publications describing our perspective on Coach Supervision and our perspective on Consulting Supervision.

At Ashridge we see supervision as an essential quality assurance process for coaches and consultants, designed to ensure that the client benefits from a consultant who is fit for purpose and equipped with the insight and personal resourcefulness to be able to help. Supervisor and consultant work in an on-going relationship focusing on the working relationships in which the consultant is engaged. In the same way, those consultants work in an on-going relationship with their clients focusing on the working relationships in which the clients are engaged. In our view, much of the power and effectiveness of supervision, both for quality assurance and for development, stems from the fact that here relationships are being mirrored in relationships, with the possibility for new scrutiny and new perspectives.

At Ashridge we are inspired by a broadly relational perspective on supervision, based on our personal experience of what is most effective in coaching and which themes and issues are at the core of the process. A relational perspective bases itself on the following core principles:

  • Human beings are deeply motivated to be in relationship with others, so part of what we (consultant and supervisor) hope from this relationship might be to repeat our previous relational patterns and through awareness of this create better ones both within and outside this room.
  • All content of supervision can be seen as relational, i.e. supervisees are continually even if subliminally linking relationships elsewhere (real and imagined) to this one.
  • This supervisory relationship itself is worth exploring at all times, for the learning contained within it.
  • The supervisee’s experience of the supervisory relationship is worth enhancing.

Supervision Sessions

Every supervision session is unique. In this article Elaine Robinson and her supervisor, Erik de Haan, share insights from one of their sessions.