Coaching supervision: Case based - an experience from Russia
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The paper presents experience of case-base supervision group for business, life-, and executive coaches in Moscow, Russia.
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Coaching supervision: Case based - an experience from Russia
- 1. Coaching Supervision Experience from Moscow, Russia Mikhail Klarin, PhD, BCC 2014 1 In Emerging Professional Environment
- 2. Coaching Market Is Fresh • Coaching is new as a concept and practice • Coaching is mixed with training, consulting, advising, and mentoring • Market is flooded with all sorts of coaches & coaching • E.g., astrological coaching, sex coaching, info coaching... (You name it) • The coaching profession is at emerging stage 2Mikhail Klarin, 2014
- 3. Coaching Supervision Market: Nonexistent • Use of coaching supervision is limited to the training process in coaching schools • No request for supervision from customers • Low demand, no supply for coaching supervision 3
- 4. Why Coaching Supervision Workshop? • An enthusiastic attempt to introduce quality approach to professional development 4Mikhail Klarin, 2014
- 5. Moscow Coaching Supervision Workshop • Founded as a regular professional event • Run monthly from August 2011 • Open group, 8-12 people • Over 25 coaching cases in 3 years • Confidentiality, ICF Code of Ethics • Minutes/protocols • Confidential, for group participants only 5Mikhail Klarin, 2014
- 6. Typical Themes /Categories • Coaching Boundaries • Coach’s Own State/Behavior • Organizational Issues • Relationships With Client • Transference issues • Counter-transference issues • Parallel Processes • Company Policy: Loaded Situations • ……. 6Mikhail Klarin, 2014
- 7. Theme: Coaching Boundaries • Is the case for coaching or rather for… • therapy? • counseling? • advising? • training? • ……. 7Mikhail Klarin, 2014
- 8. Theme: Coach’s Adequacy • Is my method OK for this case? • Is what I am doing really coaching • Am I OK for this client? • ……… 8
- 9. Theme: Organizational Issues • What do I do when my client’s development starts conflicting the framework set by the Company? • How do I get out of the organizational political traps? • How do I avoid the company’s political traps • ……… 9Mikhail Klarin, 2013
- 10. Theme: Relationships With Client /Transference issues What do I do when… • my client insists on getting advice from me? • the client looks at me as a young lady nice to talk with? • the client says: ‘I don’t want to discuss any goals. We just talk…’ • ……… 10
- 11. Theme: Relationships With Client / Counter-Transference Issues What do I do now • that my client stopped progressing, and I see that he needs my support? • when my client is progressing so fast I realize she does not really need me? • when I feel I hate the client’s company?..’ • ……… 11Mikhail Klarin, 2014
- 12. Theme: Parallel Processes • My client’s conflict seems a carbon copy of my own recent situation when I left my boss and my job • I am thinking of parting with my partner. Now here comes this lady top manager who turns out to be in the middle of the same situation!.. • ……… 12Mikhail Klarin, 2014
- 13. Theme: Politically Loaded Situations • My client’s is a big person; his situation is about a heavily charged public issue • Hard for me to stay neutral • My client is a He-Who-Must-Not-Be- Named • I realize that under the circumstances our work may become somewhat risky… • ……… 13Mikhail Klarin, 2014
- 14. New Point Of Interest: Non- Coaching Supervision • Supervision for management consultants • Supervision for personal advisors • Supervision for personal assisstants 14Mikhail Klarin, 2014