Supervision for internal coaches

Shaping your development as an internal coach

For internal coaches, holding the right distance between the organisation that pays them and the colleague they support is a major issue

The issues to handle are often ethical and systemic, given the neutrality, confidentiality and critical distance an internal coach must preserve towards the organisation’s culture and management style.

They work inside a system whose rules, and whose explicit and implicit norms, can put them in difficulty at any moment.

They may also belong to a team in their own right, and internal coaching teams are not immune to dysfunction, despite the high level of skill and development of their members.

Finally, internal coaches are often “ambassadors” for the profession inside the organisation. They can therefore feel more pressure to “get it right”, and have less permission to fail. Conversely, they also risk being carried along by the system and developing less.

They must therefore have recourse to external supervision, and be especially vigilant and strict about the frame within which they work.

We look at your needs together in order to build with you a bespoke arrangement.

Main areas of work

• One-to-one supervision of internal coaches
• Co-creating the internal supervision process
• Supporting internal coaching leads and HR directors in selecting internal coach candidates
• Supervision groups for internal coaches
• Didactic supervision groups for internal coaches
• Team coaching for the internal coaching team
• Co-supervision in alliance (internal & external supervisor) of supervision groups
• Support in selecting and listing external coaches