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The 7 eyed model of Supervision webinar December 2014


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The Seven Eyed Model of Supervision, first created by Professor Peter Hawkins in the 1980’s, is now the most used supervision model in the world and has been translated in over ten languages.

This webinar explores new developments in using the model in both supervision of individual coaching, team coaching and organisational consultancy.

The webinar was hosted by Nick Smith and presented by Professor Peter Hawkins both authors of Coaching, Mentoring and Organizational Consultancy: Supervision, Skills and Development and founders of the EMCC accredited Coaching Supervision Certificate Programme.

Published in: Leadership & Management

The 7 eyed model of Supervision webinar December 2014

  1. 1. Developments of the Seven Eyed Model © Bath Consultancy Group 2014 of Supervision Webinar December 2014 A division of GP Strategies Ltd
  2. 2. Your presenters… Professor Peter Hawkins Founder and Emeritus Chairman Bath Consultancy Group International Coaching Week 2014 #icw2014 Nick Smith Executive Coaching Service Manager Bath Consultancy Group
  3. 3. WELCOME! We will be starting shortly. Whilst you are waiting, please type any questions that you have about the Seven-eyed Model and hit ‘Send’ Please type your questions in the Q&A box
  4. 4. What is coaching supervision? Qualitative Developmental Resourcing
  5. 5. Seven modes of supervision 7. The wider context 6. The supervisor 5. The supervisory relationship and parallel process 4. The coach 3. The coaching relationship 1. The client situation 6 4 1 Supervisory System 7 Coaching System Supervisor Coach 2 Client 5 3 2. The coach’s interventions
  6. 6. The history of the seven-eyed model First published in 1985 to assist supervisees and supervisors have a great range of options Developed in 1989 in Hawkins and Shohet “Supervision in Helping Professions” Open University Press - 2nd edition 2000, 3rd 2006, 4th 2012 - Translated into six languages First published in 1985 to assist supervisees and supervisors have a great range of options ? Becomes the most used model of supervision globally and across many different professions Still Evolving!! Developed for Shadow Consulting of Consultants and for Coaches late 1990s Coaching Supervision Developed in Hawkins and Smith: “Coaching, Mentoring and organisational Consultancy: Supervision and Development” 2006 McGraw-Hill 2nd ed.2013
  7. 7. 7 The new coaching context for the seven-eyed model
  8. 8. Thirty years of coaching in organisations and we have achieved a great deal Coaching is the most popular form of leadership development High satisfaction ratings from those being coached Managers and leaders are far more self aware, with greater EQ and relationship skills The growth of internal coaching communities Managers learning coaching skills Expectation of all coaches having supervision Growth in team coaching
  9. 9. Gearing up for the next thirty years Who is coaching serving? Embrace paradigm shift Deliver the ‘Shift in the Room’ Embed coaching into the culture (closing the rift between the rhetoric and the reality) Systemic team coaching
  10. 10. The coaching paradigm shift From facing the person you are coaching as your client, to going shoulder to shoulder with them as your partner, jointly facing what their world of tomorrow is asking them to step up to Where coach and client are jointly in service of the needs of the wider organisation and its stakeholders Creating not just personal development but shared value for multiple stakeholders
  11. 11. Transformational coaching supervision How does it work? Working in partnership in service of the world beyond the direct client ©Renewal Associates 2014 Attending to four levels of engagement Listening beyond the story to the frame, patterns and assumptions Moving beyond insight and good intention to an embodied shift in being - using fast forward rehearsals Unlearning as well as learning Working systemically - realising the shift needs to start in the relationship in the room
  12. 12. Four levels of engagement Habitual patterns of behaviour Reactive personal feelings Assumptions, values, stories I tell myself, motivational roots Facts
  13. 13. Key developments New approaches in each of the seven modes The development of the seven eyed model in Team Coaching - from seven-eyes to ten eyes!
  14. 14. Clarity over desired outcomes from this session Help develop their understanding of situation Choose a way forward and rehearse first steps Review actions and get feedback Contrac t Listen Explore Action Review Feelings and facts What they have already done? What else they might try, more options?
  15. 15. New paradigm questions -‘outside-in and future-back’ What does your world need you to step up to, that you are struggling to step up to? ? Who or what is our work in service of? How do we best work together to create the maximum value for those you are in service of? percentage could you be using in a year’s time? What do we need to do to What What traverse the gap? percentage of your potential to make a difference in the world are you currently using?
  16. 16. Working with the modes transformationally Mode 1 Bring in more of the wider system - one word links Mode 2 Constellate possible Mode 5 Invite the feedback to the supervisory relationship from the stakeholders options Mode 6 In sensing the coachee… the system… you as coach… I Mode 3 Become the wider system and address the coach/coac relationship Mode 7 Picture of the wider system Mode 4 Discovering the coaches limiting beliefs and transforming them
  17. 17. Supervising team coaching Greater complexity of the system being supervised Team Coach often feels flooded by the data and then floods the supervisor Importance of moving quickly from data to pattern in the team and system Then to move to what needs to shift in the relationship between team and coach (Chapter 13 in Leadership Team Coaching, Peter Hawkins, Kogan Page, 2014, 2nd Edition) ©Renewal Associates 2014
  18. 18. Ten modes of supervision - “The ten-eyed model” 7. The wider context 6. The supervisor 5. The supervisory relationship and parallel process 4. The coach 3. The coaching relationship 1. The client situation 6 4 Supervisory System 7 Coaching System Supervisor Team Coach 2 3 Client Team 5 2. The coach’s interventions Team Stakeholders 1 -2 Team Eco-System -1 -3 -1. The team stakeholders -2. How the team engages their stakeholders -3. The relationship between the team and its stakeholders
  19. 19. YOU are the future of Coaching We now want to address your questions and comments
  20. 20. Certificate in coaching supervision: programme overview
  21. 21. What our Alumni say... This was the first course that I have attended for many a where I felt I got back more than I put in... To be by people who for me embody the best qualities of a and behaving with humility and generosity with an ego was a joy. Foundation, June 2014 Good event and it really helped me to get the hang of seven eyed model. I was also reminded of how much I working with group supervision. Group Supervision for Executive Coaches course, Oct 2014
  22. 22. Dates for your diaries 20 January: Webinar - Supervision with the team and organisation in mind 21-23 January: Supervision Essentials (Foundation) London, UK More details to follow soon
  23. 23. Follow us on Twitter @BCG_OD Follow us on LinkedIn
  24. 24. A division of Peter Hawkins and Nick Smith Phone: 01225 520866 © 2014 GP Strategies Limited. All rights reserved. GP Strategies, GP Strategies and logo design, BlessingWhite, Rovsing Dynamics, Asentus, Information Horizons, PMC, Sandy, Bath Consultancy Group, Academy of Training, Martonhouse, Via Training, Beneast Training, Ultra, RWD, Communication Consulting, Option Six, Milsom, Clutterbuck Associates, Future Perfect, PerformTech, Smallpeice Enterprises, GPiLEARN, GPCALCS, GPSteam, EtaPRO, VirtualPlant, Prospero Learning Solutions and Lorien Engineering Solutions Ltd are trademarks or registered trademarks of GP Strategies Corporation in the U.S. and other countries. All other trademarks are trademarks or registered trademarks of their respective owners. Proprietary to GP Strategies Limited.