Integrative Supervision
You already know why supervision matters - the ethics, the professionalism, the ongoing development, the reassurance for clients. But coaching isn’t the only thing you do any more. Like many coaches you’ve built a portfolio that includes speaking, training, mentoring, facilitating, running workshops - each one using a slightly different part of you, all overlapping. You know your stuff. You’ve got credibility. But some days it feels like you’re switching hats so fast you barely know which one you’re wearing, and you’re not always sure what “good” looks like in all these roles. A workshop throws you a curveball. A training session goes flat. A keynote sparkles but you don’t know why. You know these things could be great shop windows for your coaching practice if you get this right. You want to feel as confident across the whole portfolio as you do in a coaching conversation.
It’s unusual for coaches to bring this into supervision. Not because it doesn’t matter, but because they worry it will make them look like they’re not “proper” coaches. But what if supervision wasn’t just for the coaching practice? What if it was for the whole complicated, evolving tangle of your work? What if the questions were about what you learned, what you sensed, what you missed - not whether it technically counted as coaching?
Imagine a place where all the hats are welcome. Where the irritations, the over‑reach and the moments you’d do differently sit right alongside the outrageous ideas, ambitious plans, unexpected wins and the successes that feel boastful everywhere else. A place where you can say “I nailed this” and “I messed that up” with equal confidence - because the reaction will be the same: Good. You’re growing. What did you see? What’s next?
Energy. Irreverence. A love of the uncomfortable. A fondness for metaphors that get wildly out of hand. We’ll probe assumptions, tug at loose threads, rebuild ideas and skills in ways that make you sharper and more resilient across your whole portfolio. If you want to hone your thinking and stretch your practice in all the forms it takes - in a space that holds the difficult questions lightly and isn’t afraid to make mistakes - then this might be the place for you.
The process
First of all, a 30 minute conversation to establish whether coaching is the right approach and whether I am the right coach for you or your team member. Coaching isn't the same as mentoring, consultancy or teaching and if another approach is better for you then we will explore that and I will try to point you in a helpful direction.
We will agree whether we are working as a pair or with a third party such as a corporate sponsor, line manager or L&D. If there is a third party then they will be involved in the goal-setting but not in the coaching process itself.
As a coach I want to understand your story, your background, your context and your aspirations to allow me to ask the best questions to help you get there. Time spent in understanding and formulating the best questions to ask yourself is key to the process of self-awareness and development - rushing to find answers to the wrong questions will not achieve the best outcomes. This might involve some difficult questions, challenging your beliefs or perceptions of your situation, and asking you to think from different perspectives about the same issue to bring new insight.
We will work together for an agreed period of time (usually between 3 and 6 months) with regular reviews to check on how you feel you are progressing and what has changed for you. As your context changes, our work will change - this is why I prefer to work based on time rather than a number of sessions, as this bounds our work and allows you to really focus on what is important within your allocated time.
There is the option to use the Hogan Assessments to gain insight into how you may be perceived by others, identifying your strengths and where they can serve you (or damage your reputation of they are over-used). Hogan Assessments also highlight our Motivations, Values and Preferences - areas which can undermine our best efforts if they are not supported through our work.
Who am I?
I’m an ICF and EMCC‑accredited coach working with individuals, teams and organisations in safety-critical industries where the margin for error is small. I supervise with both internal and external coaches — individually and in small groups — from those just finishing coach training to those with years of practice. The common thread is curiosity, honesty, and a desire to do the real work rather than gather certificates.
My supervision lens is shaped by more than 20 years spent in the RAF developing and supervising flying instructors — work that demands clarity, courage, and clean challenge. It requires giving people the space and freedom to experiment safely, growing beyond what they thought they could do, often under pressure and with no margin for vagueness. This grounding gives me a slightly different perspective to many supervisors, especially when we’re looking at practice through a developmental, systemic or high‑stakes lens.
I also led the establishment and governance of internal coaching across the RAF, supporting internal coaches and HR leaders to build coaching communities that endure. If you’re building or evolving an internal coaching network, I can help with assessment, development, assurance — and navigating the organisational speed bumps that inevitably appear along the way.
