ABSTRACT
This chapter shows an important distinction that has identified between practice analysis and other forms of supervision. Supervision is not about 'coaching coaches', nor is it about 'coaching the client through the coach'. It is about working with the coach in their own space. In this way, we can develop a more polished and professional expertise, secure in the knowledge that we are working ethically and providing security for both coach and client. Supervision involves identifying, naming, and working with parallel processes; being in a learning partnership; holding the focus on the coach's client work. It requires awareness of multiple perspectives, including a meta-perspective of the system. The supervisor will be taking some responsibility for the work of the coach-supervisee, so their own agenda will be relevant and present. The chapter examines many debates on training courses and elsewhere about the similarities and differences between supervision, mentoring and coaching.
