What if the most important thing a supervisor creates isn't an intervention, a model or even an insight?

What if it's space itself?

In a thought-provoking episode of The Coaching Supervision Casebook Podcast, Jeremy Lewis talks with coaching supervisor and researcher Marian Rosefield about a supervision journey that highlights the transformative power of a safe, relational and inclusive container. Working with a globally dispersed team of ADHD coaches, Marian demonstrates that meaningful supervision begins well before the first challenge is explored. It begins with co-creating a space where people can genuinely show up as themselves.

Most supervision conversations promise insight. Few challenge the very way we make sense of ourselves.

In a compelling episode of The Coaching Supervision Casebook Podcast, Jeremy Lewis sits down with Dr Louie Gardiner and Sam Pringle to explore a supervision approach that feels less like a model and more like an art form. Presence In Action, and its distinctive P6 constellation, invites us beyond analysis and into something far more embodied: a live encounter with our own sensemaking process.

Coaching supervision is at its most transformative when supervisor and supervisee co-create a space that is both safe and relational. In the latest edition of The Coaching Supervision Casebook Podcast, contributing authors Jeremy Lewis and Jan Brause discuss this theme as central to enabling deep developmental work.

Jan describes supervision as a collaborative process where trust is built through openness, vulnerability and shared exploration. Rather than a supervisor ‘creating’ safety for a supervisee, she argues that psychological safety is something that emerges between two people. Through authentic dialogue, curiosity and mutual humanity, supervisor and supervisee create a space where difficult experiences can be explored without judgement.

Most coaches and supervisors are trained to work in the present moment, with a future intention in mind. All well and good, but what if one of the most important things happening in the room is not immediately visible? What if the past is already there, silently shaping the conversation?

In a fascinating episode of The Coaching Supervision Casebook Podcast, Jeremy Lewis speaks with Fiona Adamson about a supervision case that explores a deceptively simple idea: the past is always alive in the present.

For coach educators, one of the biggest challenges is helping new coaches move beyond the question: ‘Am I doing it right?’ Effective supervision can provide the confidence, reflection and psychological safety that trainees need to develop their practice. In this week’s episode of The Coaching Supervision Casebook Podcast, Charlotte Wilding shares her experience supervising coaches on an ILM Level 7 programme and demonstrates how the NEEDS framework supports her.

Group supervision is rarely straightforward. When supervisors are working with coaches facing uncertainty, loss and professional transition, the challenge becomes even greater. In a recent conversation with coaching supervisors Traci Manalani and Larissa Thurlow, a compelling story emerged about how co-supervision and the intentional use of the NEEDS framework helped the supervisors navigate a particularly demanding supervision engagement.

Most coaches are familiar with self-doubt.

Am I doing this right? Am I asking the right questions? Am I living up to what I was taught? Am I good enough?

In a fascinating conversation on The Coaching Supervision Casebook Podcast, coaching supervisor Steve Benson challenges the assumption that doubt is always something to eliminate. Instead, he invites us to consider a different possibility: what if some doubts are actually useful?

If the mention of recording a coaching or supervision session makes you feel slightly uncomfortable, you are not alone. As Eve Turner and Jo Cleary openly admit in this week’s episode of The Coaching Supervision Casebook Podcast, even highly experienced coaches and supervisors can find the prospect exposing, vulnerable and, at times, downright scary.

In conversations about coaching supervision, ethics is often treated as a corrective mechanism: something we attend to when a boundary has been crossed, a dilemma emerges, or a complaint arises. Interviewed by Jeremy Lewis for The Coaching Supervision Casebook Podcast, Beth Clare McManus offers a different perspective. Her reflections on values incongruence suggest that ethical practice begins much earlier, with the capacity to notice.

The third instalment of CORE (Coach Observation & Reciprocal Exchange) practice space is happening this month, following sessions in April and June. So far, around 20 coaches have joined us for an energising, supportive session of real coaching, real feedback and real growth.

One recently qualified coach summed it up perfectly: ‘I was initially nervous, but this was brilliant.’

CORE gives you what every coach needs but rarely gets: a safe, relational space to practise, observe, reflect and deepen your presence.

It will be no surprise to readers of Unleashing Your Coaching Talents that I am passionate about supervision. I would go so far as to say I am on a mission to demystify supervision and provide coaches a great experience of it. This is to encourage more coaches to engage confidently with supervision, which I believe helps to professionalise coaching as a profession.

To that end, I have been researching coaching supervision for five years. I published two peer-reviewed papers, and just this week, my first edited book - The Coaching Supervision Casebook: Meeting Yor Supervisees’ NEEDS - was published by Routledge.

I do not believe this quote is strictly true. It depends on what you deem to be ‘success’.  And yet, many coaches struggle with business development, ie marketing themselves. Around this time of year, I usually take stock of where my business is at and begin to plan for next year.

In this newsletter:

• How marketing coaching services is different from selling and how to reframe the ‘sales’ conversation.

• How to stop spreading yourself too thin and do more of the work you really want to do.

• Alternatives to charging by the hour.

Most coaching engagements are relatively short-term: four or six sessions over a few months, with tightly formed goals to work on. But sometimes, a longer-term coaching relationship forms. Such sustained coaching partnerships grow through trust, emotional connection and a willingness to evolve together over time.

My client had worked for nearly 30 years in senior leadership positions in the IT Services sector. She was struggling to find productive ways of working with her new CEO, whom she described as ‘completely opposite in management style’. Her coaching goals related to confidence, leadership team relationships and managing expectations.

Systemic coaching is an intervention that goes beyond being a conversation with an individual. It recognises that the individual is part of a wider living system. Leaders, teams, stakeholders, culture and the organisation’s ecological footprint all belong in systemic coaching.

Supervision is the practice that keeps coaches awake to this complexity and aligned with the deeper purpose of their work, and is an essential part of a systemic coach’s practice.

If you would like to understand your preferred coaching posture a little more deeply, and how you can mindfully select them for different client contexts, you might consider undertaking a Coaching Signatures Profile: a metaphor-rich visualisation of your coaching landscape and how it shifts between different clients. And until 31st July 2026, I have a special offer, which could save you £45.

Team coaching only works when you’re actually coaching a team. This post unpacks the crucial difference between a true team and a group, explores the systemic principles that make team coaching effective, and offers 10 practical tips for navigating beginnings, middles and endings. From contracting and diagnostics to boundaries, dynamics and shared learning.

Are you supervision curious? Perhaps you are a new coach, yet to engage in supervision. Or perhaps you are an established coach considering becoming a supervisor, or already training to be one. Perhaps you’re an established supervisor, maybe even training other coaches to be supervisors? Alongside my supervision practice, I’ve spent the past five years researching and writing about coaching supervision, and the resulting book – with contributions from 18 supervision practitioners -  will be out next month.

(*Coaching, Mentoring and Supervision)

This week, a client ended a longstanding working relationship with me. Or rather, we ended it together. I’m reflecting on supervision relationships here (they represent 90% of my work these days); however, I believe these ideas would relate to coaching and mentoring relationships, too.

When I began offering coaching supervision in 2020, I wondered how long each relationship might last. While there are significant benefits from a longstanding supervisory partnership, I could equally see how coaches might want to keep things fresh and switch supervisors from time to time.

Apologies for the rather long post this week, which celebrates the journey towards my upcoming book, The Coaching Supervision Casebook. I offer no apologies for the fun I had writing up the journey (with a little light-hearted editorial assistance from my artificially intelligent colleague).