My aim is to enable coaches to broaden their thinking, to think systemically in a way that may increase their impact to their clients, themselves and perhaps even the coaching profession. We are partners together in serving the coach, their client, the client’s organization, and other key stakeholders, and finally the connections between them.
As I reflect on coaching supervision and coaching, I have recognized that my coaching stems from a strong desire to help people grow and learn while feeling supported. And coaching supervision enables me to be a continuous learner and to share those learnings with others.
It is important to me that the individuals I work with feel psychologically safe as I believe that learning comes from truth-telling and co-creating meaning making together. As a coaching supervisor, if I can help the coach see more than they cannot see on their own and that parlays into benefits for those that they serve, then I feel good about my work.
I'm certified in coaching supervision from Oxford Brookes University, earned a Bachelor of Science degree from University of Pennsylvania's Wharton School with a dual major in accounting and finance. My Master’s in Business Administration is from Villanova University. I'm a graduate of Columbia University’s Advanced Executive Coaching Certification Program and an ICF Professional Certified Coach.
Be a partner as you grow and become better leaders and coaches. This will help your clients become better leaders, and overall persons. We are all leaders in some capacity and therefore it is essential to help improve thinking skills in a systemic way.
Coaching supervision is very personal. I try to connect in a way that shares my values and enables my clients to trust that I am in service of their needs. My lifelong experience in client service and in evaluating complex problems in a systemic way drive my passion for and purpose in coach supervision.
Supervision offers an opportunity to bring greater clarity to the client/coach relationship and the dynamics at play. However, the role of the coaching supervisor is not to be taken lightly, as we hold the safe space for self-discovery with both understanding and support. Coaching in organizations can include many relationships– the client, the manager, the person overseeing coaching engagements, and their stakeholders. The gift for you is simply taking the time to explore what’s happening in those relationships with a skilled partner. You, your clients and you clients' organizations will benefit from your courage to explore.
My coaching supervision path was influenced by my years as an executive coach and coach educator.
I facilitate coaching knowledge and skill development programs for professionals at Columbia University’s Executive Coaching Certification program. Business experience includes global CHRO, Business Partner and talent development roles in financial services, start-ups, M&A, LBO, investment banking, securities, media, data, and technology.
Finding ways to disrupt myself and try new things drives me. My learning journey includes: WBECS ACE Certification, ACE Virtuoso, Columbia University Advanced Executive Coaching Certification; ICF PCC; Oxford Brookes University Coaching Supervision Certification; IONA College MA in Communication; NYU Professional Certificate and MBA coursework; Brooklyn College BS .
In this safe, no-judgement, learning zone, I support you as you reflect on your coaching conversations, explore experiences, focus on your client relationships, and consider new ways to enrich you, your clients and the systems in which they live.
Experience the depth of your self-discovery and the benefit to your clients. To get the most from a process, we need to change up our routines periodically. Coaching Supervision is a way to do just that - expand how we reflect and challenge our coaching muscles!
Please contact us if you cannot find an answer to your question.
Coaching supervision is a formal process of professional support which ensures continuing development of the coach and effectiveness of his/her coaching practice through interactive reflection, interpretative evaluation, and the sharing of expertise.
(Bachkirova, Stevens and Willis, 2005).
We use Peter Hawkins’ seven-eyed model which focuses on understanding the way things connect, interrelate and drive behavior through two complimentary systems – the coach-client system and the coach-supervisor system, and in consideration of the wider organizational and systemic context in which those two relationships sit (Hawkins and Schwenk, 2011). The model allows space to explore the coach's learning goals.
According to Richard Boyatzis, “significant and sustainable change occurs only when people engage in a process of Intentional Change (McKee, Boyatzis and Johnston, 2008).” This exploration of discovering what is vital to us (and the organizations and relationships that we are in) and how it aligns with who we are today and where we would like to go is key for both coach supervision and coaching.
We respect where the coach is in their learning and growth process. We provide psychological safety to support the coach as we surface diverging opinions, life experiences and identifying common ground among all key stakeholders. By widening the view, we explore who the coach is serving and in turn, who the client serves and how there might be learning in their connections. Taking a systemic approach to look at the big picture, the critical relationships and their related patterns and inquiring about past events and vision for future events can enable deeper sense-making.
The time that you spend with a coaching supervision group or with a coaching supervisor varies. The sessions are usually one hour, and group sessions can be longer, depending on the group. Monthly seems to be a good cadence for many coaches. The cadence is set by the coach.