The document discusses the development and application of the Seven-Eyed Model of supervision, first introduced in 1985, and its evolution into a globally utilized framework for coaching supervision. It emphasizes the importance of systemic team coaching and the shift from a client-focused approach to a collaborative partnership that addresses broader organizational needs. The webinar also outlines key developments and invites participants to engage with the model through questions and feedback.

1. Developments of the Seven Eyed Model
© Bath Consultancy Group 2014
of Supervision Webinar
December 2014
A division of GP Strategies
Ltd

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. 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. What is coaching supervision?
Qualitative
Developmental
Resourcing

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. 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
The new coaching
context for the
seven-eyed
model

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. 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. 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. 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. Four levels of engagement
Habitual
patterns
of behaviour
Reactive personal
feelings
Assumptions, values,
stories I tell myself,
motivational roots
Facts

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. 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. 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. 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. 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. 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. YOU are the future
of Coaching
We now want to address
your questions and comments

20. Certificate in coaching supervision:
programme overview

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. 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. Follow us on Twitter @BCG_OD Follow us on
LinkedIn

24. www.bathconsultancygroup.com
A division of
Peter Hawkins and Nick Smith
Lara.dias@bathconsultancygroup.com
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.