Professional Supervision
Our work is deeply personal, giving us purpose and meaning. When we work in teams and within systems, it can complicate things. Supervision is the intermediary buffer between management and therapy. It is a confidential place to reflect on the aspects of our roles that are evoking feelings and challenges that can have implications on our performance.
Sarah provides Profession Supervision for Psychologists, Lawyers, Senior Police Officers, & Custody Managers
Psychologists
As psychologists, supervision is mandatory given the unique relationships we have with clients. By virtue of the work, there are all sorts of dynamics that can play out which can both be helpful and unhelpful for both parties. Supervision is the place to reflect, process, and examine some of those things to better clarify what might be happening as a buffer against the inevitable boundary slippages, projections, and transference reactions that play out.
As a supervisor for psychologists, Sarah has a particular interest in working with clinicians who are navigating complex situations. She brings a calm, curious, funny, and thoughtful logic into the room. In doing so, it is hoped that supervisee’s can examine their own personal processes, the workplace culture, the political and organisational frameworks, the power dynamics and structures, legal and ethical guidelines, and wider societal norms and expectations that will be contributing to the issues that are playing out.
Legal Professionals
It is not as common (yet) for lawyers and barristers who work with complex personalities and dynamics to seek supervision – which is a bit bizarre. Criminal and Family Lawyers are expected to navigate relationships with their clients who need advocacy despite their challenging, helpless, aggressive, unreasonable, or vulnerable dispositions. In doing so, lawyers are exposed to material that WILL elicit reactions whether they like it or not. It an extremely demanding role.
A supervisor can help solicitors and barristers working in high-stress and emotionally challenging areas process their experiences to enhance personal and professional growth. It is NOT therapy, nor is it a space to get answers like you would from a team leader or manager. Instead, reflective supervision offers a structured space to address the demands of working with high volumes of traumatised and complex people.
For Lawyers, supervision is an opportunity to reflect on your work, manage stress, and build resilience. A supervisor serves as a more independent mentor or sounding board, providing a space to think about your own experiences and responses. Discussions may cover work-related challenges, interactions with clients or colleagues, and strategies to maintain well-being, all with a focus on your individual personality, needs and growth.
Supervision also allows you to gain insights into your own expectations, boundaries, and defenses. It provides a proactive approach to self-care, enabling you to better manage stress and maintain healthy emotional boundaries. By creating a regular space to reflect on significant or emotionally charged aspects of your work, this process supports your mental health and helps you to remain effective in your role.
Through a balance of support and constructive challenge, supervision can help you to care for yourself, ultimately enhancing your ability to cope with your clients and contribute positively to your professional environment.
Senior Ranking Officers in Law Enforcement (Police, Probation or Custody)
Like legal professionals and psychologists, senior management working in law enforcement are similarly exposed to the raw, harsh, unpredictable and primal aspects of human behaviour. This can have significant impacts on our psyche and therefore requires a commitment to self-reflection and self-awareness. Supervision for higher ranking officers in the police or correctional settings offers a confidential space to explore the stressors, challenges, and complexities that come with this territory.
Why Get Supervision?
Things that can be discussed in supervision to improve insight and self-awareness include:
1. Leadership Challenges
- Navigating high-pressure decision-making processes.
- Balancing operational demands with staff welfare and public safety.
- Addressing conflicts within leadership teams or between departments.
2. Staff Well-Being
- Supporting frontline staff exposed to trauma and critical incidents.
- Recognising signs of burnout or compassion fatigue among team members.
- Strategies for fostering a supportive workplace culture.
- Dealing with staff misconduct, performance issues, or morale problems.
3. Emotional Impact of Work
- Processing exposure to traumatic or confronting material (e.g., crime scenes, victim accounts).
- Managing personal responses to high-stakes incidents or adverse outcomes.
- Coping with public scrutiny, criticism, or reputational risks.
4. Work-Life Balance
- Maintaining boundaries between personal and professional life.
- Strategies for self-care while managing demanding workloads.
- Addressing feelings of guilt or inadequacy in balancing leadership responsibilities with family life.
5. Ethical Dilemmas
- Navigating complex moral and ethical decisions in the workplace.
- Balancing competing interests (e.g., operational efficiency vs. staff welfare).
- Addressing concerns about institutional practices or culture.
6. Interpersonal and Team Dynamics
- Strategies for effective communication with colleagues, stakeholders, or subordinates.
- Managing difficult conversations with team members or external partners.
- Building trust and resolving conflict within the organisation.
7. Critical Incident Debriefing
- Reflecting on responses to significant events (e.g., riots, in-custody deaths, or high-profile investigations).
- Addressing personal emotional responses to critical incidents.
8. Personal and Professional Growth
- Identifying areas for skill development and training.
- Reflecting on leadership style and its impact on others.
- Developing resilience and adaptability in the face of challenges.
9. Navigating Complex Relationships
- Working with external stakeholders (e.g., government, community groups, or other agencies).
- Managing political pressures or external demands on the organisation.
- Balancing relationships with unions, staff associations, or advocacy groups.
Frequently Asked Questions
Are You Ready To Explore Professional Supervision?
If you’re ready to start get a supervision please contact me to schedule a consultation or book an appointment online