Coaching & Mentoring Supervision: Theory and Practice

Citation

Schultz, J. (2012), "Coaching & Mentoring Supervision: Theory and Practice", European Journal of Training and Development, Vol. 36 No. 6, pp. 666-668. https://doi.org/10.1108/03090591211245558

1 Book synopsis

This book serves as a comprehensive guide for both the theoretical and practical aspects of coaching and mentoring supervision. It fills an important gap in the literature by formalizing the training and role of the coaching supervisor, and “it is intended to help people reflect on their practice, extend their theories in use, develop their professional identities and add value to their clients” (p. 5). That said, it is a significant text due to the fact that the coaching and mentoring supervisor ultimately sets the standards and protocols for the profession. This makes it an essential book for Organization Development (OD) practitioners, consultants, and supervisors.

The book is divided into four parts. Part one looks at coaching supervision history, models, and professional standards. The models overview includes the seven‐eyed model of coaching supervision and the three worlds, four territories (3W4T) model. Context to the profession is also developed in these chapters on using the seven conversations, several‐to‐several coaching, and self in supervision. Last, in part one is a chapter on ethics and professional standards of supervision in the profession. This section addresses the emergent nature of the profession, and the diversity of perspectives. It also creates a professional ideals framework to scaffold other chapters.

The second part of the book deals with theoretical groundings, which include psychological frameworks (psychodynamic, Gestalt, person‐centered, transactional analysis, organizational psychology) and systems approaches. Part three delves into context specific issues such as internal coaching, group supervision, supervision in mentoring programs, supervision for internal consultants, peer‐supervision, and e‐supervision. The final section of the book contains five chapters each with pragmatic case‐based examples. These cases highlight the National Health Service, the Danish Association of Lawyers and Economists, EMCC Switzerland, maternity coaches, and Deloitte, LLP.

In general, the book provides an overview of pragmatic professional issues from a theoretical and supervisory lens. Written and edited by experts, this book is most useful for seasoned coaches and mentors who are looking to develop and hone their own practice, implement theoretically relevant interventions, and to improve the individual and organizational outcomes of the people they advise.

2 Evaluation

Framed by the work of Lewin (1951), McGregor (1971) and Schein (1985) the field of organizational coaching is still very young and takes on many forms and functions as an emerging trans‐disciplinary profession. The complexity of the supervisory relationship, coupled with the systems nature of the firm make this book useful for coaching and mentoring supervisory development. It is comprehensive, but not exhaustive. The book focuses mostly on coaching, little on mentoring. But, less research on mentor supervision may be a factor.

It is difficult to teach for superior coaching, a profession where the skills of good coaching do not always transfer to good coaching supervision. The book was somewhat limited in providing an appreciative description of superior coaching and mentoring supervision, and was scant on specific mentoring supervisory development outcomes measurements. Within Human Resource Development, we know the value of good coaching and mentorship, yet consistently providing measureable mentorship and superior quality supervision interventions continue to challenge even the most adept professionals. The human development and transformational nature of coaching is significant and relies on the apprenticeship model, which is only as good as the expert guide, and not all coaches have supervisors.

This book sets the foundation for further professionalization of the coaching supervision field and begins the formal development of supervisory best practices and tools for field use. The case examples are great – and richly add to building the context for the profession. The use of case studies in the final chapters really strengthens the understanding of the prior sections.

Overall, the book lives up to its title in connecting the theory and practice of coaching and mentoring supervision. The range, context, and expertise of chapter authorship are impressive and noteworthy. The book is clear, concise, and easy to read. Chapters are succinct and follow a consistent format that makes it an enjoyable, recommended, and easy read.

3 In the authors' own words

“Increasingly we are reminded that at the heart of being a good coach or a good coaching supervisor is not only academic knowledge of theories and models, or an armoury of tools and techniques, but a constant dedication to developing one's human capacity to be fully present for another, acting with what we term “ruthless compassion”. For it is the ruthless compassion we can bring, not only for our client but also the work they do in the world and for our craft, that ultimately allows the fear and anxiety that pervades so many work situations to be overcome, and for our clients to find new strength to act courageously” (p. 36).

A Reviewer's details

Dr Jennifer L. Schultz is an Assistant Professor in Human Resource Management (HRM) for the College of Management at Metropolitan State University in Minneapolis, Minnesota. She serves as the Curriculum Coordinator for the undergraduate HRM program and teaches graduate and undergraduate courses in management and HRM. She earned a BS in Philosophy from the University of Wisconsin‐LaCrosse, an MEd in Higher Education from the University of Georgia, an M.B.A. in Management from Our Lady of the Lake University (San Antonio, TX) and a PhD in Human Resource Development from the University of Minnesota‐Twin Cities. She has professional experience in collegiate teaching, higher education administration, and business. She has held leadership positions in human resources, sales, marketing, and executive management; including strategic corporate leadership and profit/loss responsibilities. Dr Jennifer L. Schultz can be contacted at: jennifer.schultz@metrostate.edu