Our study revealed that although some purchasers of coaching services (clients) are aware of the push for supervision, most are unsure how supervision relates to coaching outcomes.
Paul Lawrence is a Director of the Centre for Systemic Change based in Sydney, Australia. He completed his PhD in Psychology before embarking on a corporate career in 1989. He led teams and businesses in the UK, Spain, Portugal, Australia and Japan, specialising in start-ups and turnarounds. His experiences in leading people through complexity and change inspired him to move into a group OD role in 2002 and then to establish his own practice in 2007. Paul has been conducting and publishing research into coaching and change since 2010 and his first book, Leading Change: how successful leaders approach change management, was published by Kogan Page in November 2014. His particular area of interest is the interface between research on coaching, change and complexity, and exploring fresh perspectives on coaching that emerge from reframing coaching as a dialogic intervention. This entails cheerfully challenging some of the fond assumptions many of us hold about coaching in service only of furthering our sense of how ‘coaching’ may be of most value to organisations and society as a whole.