The Role of Supervision in Developing Resilience in Coaches by Lisa Rosetti

“A person who intuits the ways of the heart stands a better chance of living well.” (Lewis, Amini & Lannon. 2001)

Resilience is a topical issue in learning and development these days. But should we also be considering resilience skills as vital developmental for coaches, as well as for business managers and leaders?  Supervision may prove to be the best tool in a coach’s toolbox to develop these skills.

Whilst the client organisation will naturally be interested in the quality assurance that supervision brings to coaching provision, this article explores the part that supervision has to play in developing resilience in coaches and why this is important.

Coaching supervision is a best practice process with three main functions: developmental, qualitative and resourcing (or restorative). Whilst its focus is primarily in service to the client and client organisational needs, it also supports the coach’s performance and wellbeing.  Supervision provides a regular space for the supervisees to reflect upon the content and process of their work, ensuring their performance is effective, and their work ethical. A vital aspect of supervision is therefore to examine coaching relationships, ensuring they are healthy and uncompromised.

Most people readily agree that these difficult economic times are placing unprecedented demands on our business leaders. Coaches can be equally affected by the prevailing tough climate, and face similar challenges and even the possibility of burnout.  Of course, this is not necessarily entirely negative; fiercer competition and client demands may mean coaches must develop a more critical awareness of their work and more professional practices, such as demonstrating ROI. They must also pay attention to their own self-care.

Relationships are clearly under strain in the current workplace. This affects coaches no less than incumbent staff as coaching work is primarily relational. Many coaches will be facing more stressed clients than ever before. This can sap a coach’s inner resources and undermine their resilience in the face of such pressure.

Nowadays a coach may also be coming under increasing pressure from HR personnel to deliver value against even more stringent criteria.  Increasingly, coaches need to manage their own resilience and energy reserves, without “toughening up” at the detriment of their responsiveness and flexibility.

However, as a recent CIPD report shows, proportionately very few practising coaches, whether internal or external, are receiving specific coaching supervision.

The report lists the consequences as including:

  • inappropriate boundaries
  • increasingly ineffective value offered to client
  • individual personal stress
  • impact on client relationships and organisational morale

On 14 July this year, the Association for Coaching hosted a conference, which specifically addressed resilience issues for coaches, including the need for supervision. Keynote speakers confirmed that supervision is a vital support for developing a coach’s resilience and their presence under pressure.

What is resilience?

The term “bouncebackability” is often used as a popular term for resilience. Those of you familiar with Aesop’s Fable, The Oak & The Reeds, will remember how the strong oak fought against the force of the wind but was eventually uprooted, whilst the smaller reeds bent and survived.

This well-known fable gives us a clue to our popular understanding of resilience, ie as a character trait of flexibility in tough times. Moreover, many believe that resilience is an inherent quality to be found only in certain individuals.

However, recent research shows us that this belief is too simplistic. Resilience is made up of multiple “thriving” behaviours and attitudes. These include being caring, thinking creatively, acting collaboratively, being proactive, choosing a path of wellbeing and tolerating ambiguity, to name a few. The good news is that these resilient behaviours can be developed, especially by relationships which encourage us to learn from life’s challenges.

Dr Chris Johnstone presented his workshop, Evoking resilience in Times of Uncertainty, at the Association for Coaching conference on Resilience. He advocates resilience strengthening practices for coaches. Dr Johnstone contends that resilience is transmissible, and that coaches can become “infectious agents”, passing on their learnings to their clients.

Supervision as a Reality-Check

Diane Coutu, Harvard Business Review’s senior editor, has identified three unique traits of resilient people:

  • a resolute acceptance of reality;
  • a sense that life is meaningful;
  • an exceptional ability to improvise.

Dr Brene Brown’s research into shame and vulnerability is relevant in helping us understand resilience more fully. Coaches may be experiencing shame, for example feeling powerless to effect any meaningful change in their clients’ lives, or being overwhelmed by negativity and low morale prevalent within the client organisation. Supervision allows us to step back and see the bigger picture, and provide what Dr Brene Brown calls a “reality-check” on our feelings.

Dr Michael Carroll, a leading figure in the field of supervision and founder of the Supervision Centre, describes supervision as a dialogue conducted “in an atmosphere of mutual influence and vulnerability, each open to discovering themselves.” This conscious act of vulnerability allows supervisees to embrace uncertainty and move to deeper questions about their work and their place in the world. It is from here that we can transform our thinking and develop resilience skills.

Energy Management

Self-attunement through mindfulness and other energy management techniques has huge benefit for developing resilience, and has been well researched and documented. Daniel Siegel, researcher, neurologist and author of Mindsight, states that “tuning into the self also promotes a foundation for resilience and flexibility”.  A supervisor trained in these techniques can help coaches develop a programme of self-care to improve their resilience.

The need to address not just mental agility but energy management has been incorporated by Glaxo Smith Kline (GSK), into their global initiative for employee health, Energy for Performance. To date, over 1,500 senior leaders and employees from GSK have taken part in the initiative, the goals being to become more:

  • physically energized
  • emotionally connected
  • mentally focused

The fourth goal in GSK’s initiative is transpersonal: to become more “spiritually aligned”.  We might interpret the inclusion of this fourth goal as a timely acknowledgement of another type of energy affecting performance; one that perhaps we more easily understand as “Purpose and Meaning”. That is, when one is aligned with a higher purpose in one’s work, one is better equipped to meet life’s challenges with courage and determination.  For example, the employee who understands and values his company’s corporate social responsibility mission will be willing to go the extra mile to achieve its objectives despite adverse conditions.

Executive and life coaches will be the first to recognise that the absence of purpose and meaning in a client’s life leads to a decline in their ability to face each day with fresh enthusiasm and “bouncebackability”.

In her recent publication, The Gifts of Imperfection, Dr Brown also stresses the link between purpose and resilience. She says,“Without exception, spirituality – the belief in connection, a power greater than self, and interconnections grounded in love and compassion – emerged as a component of resilience.”

Thus a supervisor is well advised to pay attention to “spiritual alignment”, and to understand its relevance in resilience work with their supervisees.

Resilience and Uncertainty

One of the characteristics of resilient behaviour is to ability to hold paradoxical thinking and cope with uncertainty. Strengthening our ability to be comfortable with uncertainty builds resilience to cope with an increasingly complex world.

Coaches entering new fields of coaching, or transitioning from eg life coaching to executive coaching, may face cultural and relationship challenges.  A coach recently told me that one of the most helpful aspects of supervision is that it allows her to see how effective she can be as a coach, as she ventures in to new areas of coaching where considerable uncertainties exist for her. Improving her resilience through supervision has helped her to be comfortable with that uncertainty and be more effective in her work.

Resilience Undermined by Unconscious Processes

Sir John Whitmore, a pre-eminent thinker in coaching, leadership and organisational change, emphasises the need to be aware of unconscious processes. Whitmore says, “I am able to control only that which I am aware of. That which I am unaware of controls me. Awareness empowers me.”

When we become more self-aware we improve our ability to cultivate resilient behaviours. Supervision creates that safe learning space for mindfulness and self-reflection, so that we can understand what might sap our resilience and confuse our work.  As Jung says, that which we do not understand in ourselves we do not understand in another.

Supervisors trained in meta skills such as systemic awareness, psychodynamic principles, energetics and mindfulness will be able to address the energy management aspect of resilience development.

Two Models of Supervision

To understand why this is important in a coaching relationship, it will be useful to refer to two well-respected models of supervision, the 7-Eyed Model of Supervision and the Full Spectrum Model.

The 7-Eyed Model (Bath Consultancy Group): The model provides seven “eyes” or lenses for supervisor and coach to explore the coach’s work in the context of relationships and systems. Within this, Parallel Process is a component of the fifth eye. Briefly explained, if a client has been withdrawn and uncooperative with the coach, then the coach may display similar behaviour with their supervisor. The supervisor will have their “antenna” trained to pick up any nuances to explore with the supervisee. The phenomenon of Parallel Process provides us with an explanation of how a coach may play out dynamics and energies they have absorbed quite unconsciously from their coaching relationships.

There exist underlying transference of attitudes, unresolved issues and emotional energies in relationships; a well-recognised phenomenon to which coaches are no less immune. Supervision helps coaches become aware of our “drivers” and unconscious processes within these relationships, helping to correct any inappropriate boundaries or responses. Furthermore, as we have said, by developing the awareness and resilience of the coach, these qualities are transmitted within their client relationships.

The Full Spectrum Model (Coaching Supervision Academy): This model has at its core “Coaching Presence”. It is an integral model utilising knowledge gained from traditional models of supervision as well as attending to the realms of body, mind and spirit. This perspective brings new understanding to all the relationships that lie at the centre of coaching. The model further clarifies how a coach can be affected not only by what is happening in the direct coaching relationship but also by the wider field of prevailing energies operating within the organisational culture and indeed beyond.

The diagram below illustrates the breadth of meta skills and energy management tools that can be used within supervision. Amongst other benefits this supervisory approach will strengthen resilience in coaches.

Fig 1 here

Two Supervision Case Studies

In both these case studies, unconscious processes had affected the coach’s work, and their own resilience compromised, impacting on their coaching relationships and performance.

Coach A felt very threatened by tough-talking clients, and was unable to weather criticism. When one client asked for a refund, she became over-anxious about her ability to coach. By talking this through in supervision, she became more aware of her emotional state, identifying that she still held fear from her past that had been triggered by the critical client. Through sharing her vulnerability in supervision and receiving supportive honest feedback, Client A was able to form healthier and more professional relationships with her clients, and become more resilient in the face of criticism.

Coach B took on a life coaching assignment that seemed straightforward at first (she was not in supervision at the time). After a couple of sessions, she found that her client was unwilling to set any goals and never followed through with interim “homework”. Coach B finally terminated the coaching after five sessions with little progress.

When she entered supervision some four months later the confusion of the client relationship was still vivid in her mind. Through supervision she came to understand her unconscious processes. She accepted that she had adopted the role of “Critical Parent” (cf Transactional Analysis) and was able to learn from the incident and move on. This new understanding helped Coach B to increase her emotional resilience and effectiveness with future clients.

Managing Burnout in the Helping Professions

According to the Institute for the Integration of Technology and Education (IITE), burnout is very prevalent within the helping professions, in which we can clearly include coaching.

The IITE defines the behaviours which predict burnout, including:

  • being in the presence of constant negative energy;
  • constantly handling other’s emergencies (and neglecting your own);
  • allowing others to abuse your kindness;
  • under-compensation;
  • and ignoring your need for accomplishment and growth.

In many organisations, the emotional field is likely to be charged with unexpressed or expressed cynicism, fear, anxiety and frustration. Coaches may now be working in complex or even “toxic” environment. Furthermore, a coach’s work can be confused by unclear contractual obligations and muddied boundaries.

Such influences in the workplace can impact on a coach’s resilience, so that they are unconsciously pulled into defensive behaviours.

By learning how to be attuned with others and have empathy, we also gain insight into ourselves. Supervisors trained in energy management can help their supervisees learn practices which increase their self-awareness and resilience, such as somatic awareness and breathing techniques.  In turn, the coach can pass on these techniques to their clients.

Fiona Adamson, transpersonal coach supervisor and contributing author to Supervision as Transformation (Shohet (ed) 2011), advocates interpersonal neurobiology and mindfulness as important learning.

Dan Siegel, neurobiologist and author, describes the neural circuits of the mind as being composed of Relationship, Reflection and Resilience. In his latest publication Mindsight, Siegel explains that the practice of certain techniques can help people connect with others and be aware of themselves.

Limbic activities such as these are the most effective processes we have to build connection, self-awareness and resilience. The reflective listening, which characterises the supervisory relationship, is a limbic activity. Notably, when we experience reflective relationships, we also create resilience.

Conclusion

Dame Carol Black’s Review, Working for a Healthier Tomorrow, identifies the strong and growing evidence that work, health and wellbeing are closely and powerfully linked and need to be addressed together. This is equally true for coaches as it is for their clients.

As Gill Smith, Head of Marketing, Association for Coaching (UK), says in the Association for Coaching Bulletin (April 2011),“Supervision and CPD play a part in maintaining the resilience of coaches and increase their capacity to also be a better resource for their clients”.

Supervision therefore is important not only for coaches themselves but for those organisations investing in coaching services, whether these are provided by internal coaches, managers who have been trained in coaching skills, or independent coach practitioners.

Organisations need to ensure that they hire coaches who demonstrate a commitment to supervision and also make provision for their own internal coaches, to ensure that coaches are resilient enough to perform safely and effectively.Black, C. (2008)Working for a Healthier Tomorrow. The Stationery Office (London)

Brown, B. (2010) The Gifts of Imperfection. Hazelden

Coutu, D.L. (2002) How Resilience WorksHarvard Business Review, May 2002.

Lewis, T., Amini, F., Lannon, R. (2001) A General Theory of Love. Vintage Books; Reprint edition (2 Jan 2001)

Shohet, R. (2011) Supervision as Transformation. Jessica Kingsley Publishers

Siegel, D. (2010) Mindsight.  Oneworld

Online Resources

http://www.amazon.co.uk/Coaching-Mentoring-Organizational-Consultancy-Supervision/dp/0335218156/ref=sr_1_2?ie=UTF8&qid=1313664358&sr=8-2

http://www.associationforcoaching.com/

http://www.dwp.gov.uk/health-work-and-well-being/case-studies/gsk-stress/


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Three Keys to Mindful Leadership Coaching by Douglas Riddle

There are countless executive coaches I would never hire for myself, no matter how wise, insightful, dynamic or experienced. Admittedly, I’m a hard guy to please, so what I require might not be a good guide for others. However, if a coach can’t create an environment that dissolves the limitations of history, expectation, and assumption, I’m not interested.

How does a coach do that? By creating in the conversation with the coachee a sense of open, reflective exploration. The coaches who expand my mind, emotions and performance come to the coaching relationship from a place of inner calm. They have quiet minds. They are not beguiled by fancy techniques or elegant coaching models. They are midwives for the narrow, messy emergence into a larger world – and they rely on habits of mindfulness to accomplish that.

As you may have noticed, there’s been an explosion of information in recent years on neuroscience and how the brain handles change – and it’s fueling an interest in mindfulness. If you are a coach or are searching for one to boost your performance, remember this rule: mindful coaching is better coaching. And mindfulness practices have shown benefits for clients in health, decision-making and leadership.    Read on……….

Mindful coaches perfect a form of conscious and comfortable simultaneous attention to themselves, their coachee, the relationship between them, and the mental, emotional, and relational dynamics occurring in the moment. There are three aspects of mindfulness that have particular pertinence to leadership coaching:

1)      an empty mind

2)      non-reactivity

3)      permissive attention

An empty mind. For the coach, mindfulness is characterized by an empty mind, a stilling of the persistent chatter and the cognitive ticker-tape of commentary. This is a challenge for most Westerners because of our devotion to activity and terror of being alone with ourselves. An empty mind is key to letting something happen in someone else. It is the essence of coaching. Like falling in love or falling asleep, it can’t be achieved through greater effort or more action.

As coaches, a busy mind sabotages our efforts to let others express themselves. Think about your conversations with co-workers or with family. How often have you had the feeling that someone was not really hearing you, not really attending to you? You may have told someone about the challenge you were facing, only to find that they couldn’t keep themselves from telling you how youshould think about it, or that it shouldn’t bother you so much, or how they have had similar experiences.

Alternatively, when someone hears us with an open, empty mind, we sense our own substance and value. No matter how ‘helpful’ someone wants to be, advice or correction always implies that we lack something. We have to persuade ourselves that someone cares when they give us the impression that they think we can’t figure it out for ourselves.  Unfortunately, more than a few coaches enter the profession because they’ve never been heard themselves. They picture themselves giving important advice to powerful people and receiving their gratitude. That guiding image will never benefit the coachee.

Non-reactivity. Meditation and quiet thoughtfulness help coaches sense that, as they work, they are operating in a vast mental and emotional space with clients. No reaction is required, no matter what the provocation. Instead, coaches are free to perceive the needs of their clients and respond – without escalating the emotional content or misinterpreting any intent. Still, fostering a non-judgmental attitude as a coach does not mean surrendering judgment. Mindfulness in fact leads to wiser judgment about what’s important and what is not. A coach who practices mindfulness doesn’t make things worse Non-reactivity on the part of the coach gives the person being coached room to roam from perspective to perspective, from one incomplete thought to another until they begin to become whole thoughts and the basis for growth.

Oddly, non-reactivity is often experienced quite positively by people who are being coached. I say, “oddly” because so much energy is expended in our culture in empty encouragement that does not actually encourage. Coachees often find that space to think and feel and explore while staying in relationship is invigorating. In addition, this dynamic makes true collaboration possible. The mindful coach creates an emotional space without land mines, where the coachee isn’t worried about being manipulated or controlled.

Permissive attention. A brilliant – and almost pathologically internally-focused – engineer was sent to me for coaching. In the first session, he assured me that he could never benefit from coaching because he couldn’t tolerate a conversation with someone longer than a couple minutes. When he predicted the demise of our session, I let on that I was quite curious to see that, and that we could both be watching for it. “Do you suppose you will see this change as it is coming along, or do think you are likely to be surprised by its sudden dramatic entrance?” I asked. He was made curious by my curiosity and new possibilities were suddenly available to him. I call it permissive attention because I chose to draw our attention to his certainty of this coming disaster as a matter for discovery rather than trauma. He went on to a productive and long-lasting coaching engagement because the spotlight was never on him, but on his growth.

A mindful coach can draw a person into a moment of connection in which all distractions disappear. It doesn’t matter whether the distractions are in the room or in the street outside or in unbidden thoughts or feelings from within the coachee. The ultimate challenge for most leaders is staying focused for more than a moment on any serious line of thinking, perceiving, judging or acting. The coach is repeatedly able to draw the attention of the coachee to those things of importance to him and return the attention to it without coercion.

Modern brain research has shown that we move in and out of various states of focused or unfocused attention throughout our day. Coaching allows someone to stay on a line of thought until it yields new perspectives and answers. It proves especially powerful when these are questions that might have stymied us for a long time. The coach wants to create an encounter in which the two people are in synchronized attention and vast amounts of mental and emotional energy can be directed at the development of the person being coached. This is a kind of mutual trance state, along the lines of being “in the zone” in sports, and most people have experienced it only briefly. The mindful coach can elicit this state and maintain it for the growth of the coachee.

As coaches, we are privileged to serve as midwives to human change – and can impact the performance of entire organizations. How do we contribute to the possibility of change? How do we serve as catalysts for turning experience and reflection into more effective, meaningful lives? Mindfulness offers a powerful alternative to the coercive and linear assumptions that have dominated our thinking. It might be that individual change is not so much driven as permitted. The question for the coach is this: how can I prepare myself to create a mental, emotional, and relational space in which someone may grow and develop? Mindfulness practices prepare coaches to really help instead of just trying to be helpful.

Douglas Riddle is director of the global coaching practice at the Center for Creative Leadership, a top-ranked, global provider of leadership education and research.


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Book Review by Ken Smith

Coaching & Mentoring Supervision: Theory & Practice: Bachkirova, T, Jackson P & Clutterbuck D (2011)

The editors open their compendium with a brave introduction to the areas of debate and controversy in the world of coaching supervision: Is it necessary?  Is it different in its practice and purpose to coaching; can and should coaching supervision be different to supervision in other helping practices?  Their various contributors make engaging attempts to answer and elaborate upon these questions.

A theme which unites many of them and one which seemingly distinguishes supervision of coaches is the importance attached to systems-thinking and the need to attend to those parts of the system outside the room.  Inevitably and rightly, recognition is given to Hawkins and Shohets’ seven-eyed model, which receives its own chapter.  One of the pleasures of the book is reading the different variations played by others on the systems theme.  Mike Munro Turner’s 3-worlds model, though having its own complexity, seems certainly at first glance to be an easier model to carry around, while the three interconnected fields described by Sue Congram in her excellent chapter on Gestalt offer a similarly useful though still finely nuanced compression of a systems perspective.

A second important theme is that of supervision’s concern to promote reflective practice.  David Gray & Peter Jacksons’ overview of the history of supervision models relates how the distinguishing bias of coaching supervision is ever more weighted towards social role models of supervision and less towards developmental models, i.e. away from a master (sic) guiding an apprentice, and more towards facilitating processes of meaning making for the coach.  This is clearly exemplified in David Clutterbuck’s model of seven reflective questions and in Katherine Long’s account of using the self in supervision.  David Lane closes Part 1 of the book by sending a cat among the pigeons of the assumptions that may underlie these and other models with a chapter looking at whether supervision is a separate profession, at a time when the nature of professionalism is becoming more complex and crosses inter-disciplinary boundaries.

Of the four Parts to the book – respectively: models, psychological approaches, modes of supervision and a final short selection of case studies – Parts 1 and 2 are for me the strongest and most thought-provoking.  Limitations on space inevitably constrain the choices for Part 2, for which the editors apologise.  Readers may be disappointed to find that the application in supervision of, for example, cognitive-behavioural, positive psychology and symbolic modelling approaches are not covered.  Carmelina Lawton-Smith, however, makes a welcome contribution on organisational psychology with her account of how her four organisational frames can be used in supervision to create alternative perspectives to the one that the coach may be unconsciously privileging.  Indeed, unconscious processes are given their due space by Catherine Sandler who, while describing the importance of understanding and drawing on transference phenomena, wisely counsels caution in how to use this type of material with supervisees; something which finds an echo in Julie Hay’s chapter on Transactional Analysis and her note on the management of the therapy / supervision boundary.

Alongside what comes before, the chapters in Part 3 feel a little cursory, though this may be a consequence of its ambitious scope, encompassing supervision of consultants, group supervision, e-supervision and supervising internal coaches; for which last Alison Maxwell admirably exposes the complexities and challenges facing coaches who work embedded in their organisational system and what this may mean for their supervision.  Similarly, with such a broad sweep in the first half of the book, it is perhaps unsurprising that Part 4’s case studies struggle slightly to achieve their illustrative purpose, though they are still relevant and informative for all that.  In her final case study of Deloitte, Christine Champion strikes a fitting note on which to conclude, when she asserts that supervision promotes the crucial ability to work holistically, which though itself begging a definition, must be at the heart of what it means when sitting with a coach to take a systemic, super-vision.

Ken Smith  March 2012


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Coaching people affected by Cancer

We know that a diagnosis of and treatment for cancer can affect people at levels over and above their physical health and well-being.  Making the transition back to the ‘well world’ post cancer treatment is often a very difficult and sometimes confusing period.  Friends, family and colleagues may expect ‘back to normal’ – yet there is often a ‘new normal’ to adjust to.

By 2030 there are likely to be around 3 million cancer survivors in England.  ‘Survivor’ is the term most commonly used by the NHS to describe people who are living with and beyond cancer.  These people may have had treatments and be symptom free; they may be having on-going treatment for cancer and the impact of cancer or living with advanced disease.

Most of us as coaches will have our own experience and beliefs about cancer – either directly, via family or friends.  We will often be working with coaching clients who may also be directly or indirectly affected by cancer. These may be clients who come for coaching following treatment or who may be our regular executive coaching clients who are also responding to the impact of cancer.

In our own practice of working in both areas we have noticed how it impacts.

We believe we have developed good experience and expertise in working with people affected by cancer, to support them in taking an active and leading role in their recovery, rehabilitation or on-going care and to find a place for this experience.

We have observed that the impact of diagnosis and treatment of cancer may include:

  • loss of confidence and increased vulnerability
  • low self-esteem
  • anxiety and questions about the future
  • feeling out of control
  • financial issues
  • family or relationship problems
  • challenged beliefs and expectations about work and future plans
  • problems returning to work, finding new work, dealing with early retirement
  • on-going physical problems – fatigue, poor concentration, memory issues
  • disabilities resulting from surgery or other treatment

Many of the above feature in coaching involving transition – so what else might need attention when we coach people affected by cancer or when we supervise coaches working in this arena?

In our work with clients we have noticed the importance of our capacity to:

  • work with hope and realism; helping clients create visions for the future at the same time as noticing the next step for today or next week
  • listen, listen and listen again to the story as it unfolds; as clients emerge from the shock and need to acknowledge what has happened (and may need to be witnessed in doing this
  • listen to and work with their existential concerns – what is the meaning and purpose of my life now?
  • be flexible and respond to changing physical capacities – perhaps offering shorter or phone-based sessions (to avoid travel).

And in our supervision work with coaches working with clients affected by cancer, we are alert to:

  • a need for a high level of support and some education
  • the feelings that may be triggered for the coach (e.g. feelings of helplessness; wanting to rescue the client)
  • potential for avoidance of ‘difficult’ conversations
  • our own relationship with cancer and life-threatening illness
  • our own existential questions (e.g. the meaning & purpose of our lives)

These are our experiences and we would welcome hearing more about yours.

We are also offering on-going supervision or a ‘one-off’ consultation session for coaches working with people affected by cancer.

Caroline Doherty and Fay Young

For further information about any aspect of this work, please contact Caroline or Fay:

Email:  caroline@carolinedoherty.co.uk Tel: 07970 968495

Email: fay@fayyoung.co.uk  Tel: 07770 970882

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Self-Directed Neuroplasticity: A 21st-Century View of Meditation by Rick Hanson, PhD

Article taken from IONS- the Institute of Noetic Science –  click here for the link to their website.

Ed. Note: In the following dialogue, excerpted and edited from the Institute of Noetic Sciences’ teleseminar series “Exploring the Noetic Sciences.” IONS Director of Research Cassandra Vieten talks with neuropsychologist and meditation teacher Rick Hanson, author with neurologist Richard Mendius, MD, of Buddha’s Brain: The Practical Neuroscience of Happiness, Love, and Wisdom. Rick will be speaking at the upcoming IONS International Conference taking place this July in San Francisco.

Vieten: What exactly is contemplative neuroscience?

Hanson: Broadly defined, it’s the study of what happens in the brain when people are doing contemplative practices, how the brain changes with such practices.

Although the word contemplative sounds fancy, everyone has been contemplative – you know, looking up at the stars, going to the ocean and getting a sense of the enormity of it all, or looking into your baby’s eyes and thinking, Holy Moly, how did I get you and how did you get me? All of that is contemplative. In addition to that, all the major religions have formal contemplative practices. But people can engage in contemplative activity without framing it in terms of a relationship with God or something like that.

The contemplative tradition I know best is Buddhism. It’s also the contemplative tradition that has had the greatest crossover with Western science; much of the research on meditators has been on Buddhist meditators. Arguably, though, the majority of research has been on those who practice TM, or Transcendental Meditation, which is nested in the Hindu tradition.

The field of contemplative neuroscience is just exploding, in tandem with the explosion of knowledge about brain science in general. People know twice as much about the brain today than they did in 1990, and I’d have to say science knows a hundred times more today than it did in 1990 about what happens in the brain when people engage in contemplative practices.

I’ll give you a couple of examples. One of the enduring changes in the brain of those who routinely meditate is that the brain becomes thicker. In other words, those who routinely meditate build synapses, synaptic networks, and layers of capillaries (the tiny blood vessels that bring metabolic supplies such as glucose or oxygen to busy regions), which an MRI shows is measurably thicker in two major regions of the brain. One is in the pre-frontal cortex, located right behind the forehead. It’s involved in the executive control of attention – of deliberately paying attention to something. This change makes sense because that’s what you’re doing when you meditate or engage in a contemplative activity. The second brain area that gets bigger is a very important part called the insula. The insula tracks both the interior state of the body and the feelings of other people, which is fundamental to empathy. So, people who routinely tune into their own bodies – through some kind of mindfulness practice – make their insula thicker, which helps them become more self-aware and empathic. This is a good illustration of neuroplasticity, which is the idea that as the mind changes, the brain changes, or as Canadian psychologist Donald Hebb put it, neurons that fire together wire together.

I think of thought as immaterial information that flows through the nervous system. Buddhism teaches that the mind takes the shape of whatever it rests upon – or more exactly, the brain takes the shape of whatever the mind rests upon. So, if you regularly rest your mind on regrets, resentments, quarrels with others, self-reproach – you know, the voice in the back of the head yammering away about what a nobody you really are and if others only knew better, et cetera – if you rest your mind there, it will change your brain in that direction, because neurons that fire together wire together, for better or worse. On the other hand, if you rest your mind on wholesome themes, those things that are going well, what you’re grateful for, good connections you have with others, your good qualities, what you accomplish in a day, the conditions in the world that are okay, you’re going to build up neural substrates and circuits of positivity.

I find this knowledge incredibly exciting at a time when the world obviously is on the edge of the sword. The fundamental skillfulness of self-directed neuroplasticity – of deliberately lighting up neural networks of happiness, love, and wisdom, let’s say – is a great resource as we face the challenges of a world that is overheated. People are way too driven by greed, hatred, and delusions, which are the three poisons Buddhism identifies. Our caveman brains are armed with nuclear weapons.

Vieten: Even though the field of contemplative neuroscience is burgeoning – making newspaper headlines, PBS programs, and even the cover of Time magazine ­­­­­­­­– it’s still groundbreaking to understand that the relationship between our mind and our subjective experience actually has physical effects on our body and brain, effects that are dramatic and can even be enduring.

How do you define mind?

Hanson: We’re talking about things that philosophers have written and argued about for thousands of years. There is a major movement in the West these days that’s a little bit like a giant salad blender mixing together all kinds of spiritual stuff. It does help when dealing with such important topics to be clear about the words; then we know what we’re talking about.

Basically, I think of the nervous system, headquartered in the brain, as matter – and by matter, I mean energy as well. E = MC2. That is materiality broadly defined. Mind is the flow of information through that material nervous system. Immaterial information is carried – or more exactly represented – by a physical substrate of some kind or another, whether it’s the vibration of air molecules as sound waves move through them or signals traveling across the Internet or cell phone towers transmitting this teleseminar. This is not only my view but also the common way of thinking about it in neuropsychology.

In this definition of mind, with information flowing through the nervous system, it becomes clear that most of mind is outside our awareness at any given time – and actually, most of mind is forever outside our awareness. When someone does something fairly routine, like picking up a coffee cup or scratching their ear, the motor scripts buried in the brain in different places aren’t accessible to consciousness. We don’t look at our hand and say, “Okay, hand, rise.” You know what I mean? We just intend it somehow, and it works, right? That’s outside our field of awareness. So, I find one of the takeaways here is that even though we tend to privilege what we find in our field of awareness, it’s just the tip of the iceberg of all of mind.

One of the useful things we can do is use our attention. Mindful attention is something like a combination spotlight and vacuum cleaner that illuminates what it rests upon and sucks it into the brain. Neuroplasticity is turbocharged for whatever is in the field of focused attention. And while neurons that fire together do wire together in terms of unconscious movements of information through the nervous system, the neurons that fire in the focal field of attention, particularly sustained attention – wow! – those neurons really, really wire together. It’s how Mother Nature wants us to learn from our conscious experiences. So, the point here is to use mindful attention to rest our awareness on what is useful to us and then work skillfully to get those neurons firing together so that they wire together wholesome tendencies inside ourselves.

Vieten: You use the metaphor of a vacuum cleaner, and it occurs to me that in their everyday lives many people experience a “reverse” vacuum cleaner – rather than people directing the focus of their attention, things in their environment compel their attention. Sometimes those things are wholesome, but other times they’re not so good for us. How do you propose we work with that involuntary “sucking up” of things that are not wholesome?

Hanson: What you’re describing is our nature as animals at the top of the food chain, and it’s the product of three-and-a-half billion years of evolution – in particular, six hundred million years of the evolution of the nervous system. In that long run, those ancestors who were good at resting their attention on something benign for long periods of time – chomp! – got eaten, because they weren’t nervously scanning for shadows, slithers, snarls, and things like that. We are the great, great, great, great grandchildren of very nervous and very cranky ancestors. So, the nature of the brain is to have a monkey mind – literally.

On top of that, we live in an ADD culture. We are bombarded. I’ve seen studies that look at the number of titillating media messages a person gets a day, and the number is in the zone of thousands, if not tens of thousands. We may not consciously be aware of them, but these messages do enter our field of awareness. Now think about how many messages a day people get that play on the theme of fear. I mean, just go to the airport; every ninety seconds you get a recorded message telling you that the threat level is orange, which is scary because orange is, as we know, the color before red.

So, the combination of our biological tendency, personal history, and culture has habituated us to an incredibly dense incoming stream of media. In that larger context, it’s totally understandable that the untrained mind is continually scanning for either something to want or something to fear – in other words, for a problem to solve. That’s why, as William James said, an education of attention would be an education par excellence. If we don’t have control over that spotlight and vacuum cleaner, if it’s “stimulus bound,” to use the phrase from cognitive psychology, then we pretty much have no control over how our brain is changing over time. And that is not a good thing.

Vieten: You talk about practical neuroscience and training so that we can begin to shift that habit of mind. What are some of the ways we can begin to do that?

Hanson: First, to contextualize it, there are thousands of years of methods of attention training that work if people really do them. People sometimes describe contemplative practitioners who have a lifelong practice of hours a day as the Olympic athletes of mental training. What neuroscience has added is scientific evidence of the value in these methods, and by studying what happens in the brain when it is stably mindful, we learn targeted ways to nourish the neural substrates of attention in people who do not live in a monastery but are dodging cars in Manhattan or something like that.

For example, here’s a basic practice made of five steps, or suggestions. Anyone can do any one of these to whatever extent he or she wants. But don’t do this while driving, and if you start to feel uncomfortable, feel free to stop. You can practice these suggestions with your eyes open or closed, though it might be simpler to do with your eyes closed.

To begin, bring your awareness to the sensations of breathing. If there’s anything about paying attention to your breathing that makes you uncomfortable, which is the case for some people with a history of trauma, rest your attention instead on something you find mildly pleasant or simply neutral, such as the sensations in your feet or a phrase such as “May I be happy” or “May my family be well.”

Now, set an intention to stay with the object of your attention for the next few minutes while doing this practice. Whether it’s your breath or a phrase or anything else, set the intention in your mind to stay present with that object of attention. You could either set this intention top down by using words such as “I’m going to stay attentive here” or set your intention from the bottom up by getting a felt sense inside yourself of mindfulness.

The second step or suggestion is to relax. Take some long exhalations, longer than your inhalations, and take care to relax your tongue.

The third suggestion is to feel as safe as you reasonably can. Sometimes this can be a challenge because it can make us nervous to lower our guard, and if so, take a moment to recognize that wherever you are is probably a protected and comfortable place. Get a sense of the good people who support you in your life, as well as a sense of your own strengths that enable you to deal with whatever life brings. With this basis, explore lowering your guard and being less braced against life.

Moving on to the fourth suggestion, open to feelings of simple well-being. Without straining or forcing anything, encourage gentle feelings of happiness and gratitude. For example, forests make me happy, and I am grateful for the smell of oranges. Whatever works for you, allow a sense of positive emotion to fill you. There may well be other feelings, even negative feelings; don’t resist them. Let them come and let them go, as you keep bringing your attention back to feeling as good as you can in the moment.

The fifth suggestion is to get a sense of your awareness being like boundless space. Notice that awareness has no edges, no bounds. In a sense, it is infinite, like the sky or space. In that vast space, different experiences come and go, and you now have a panoramic sense of experiences arising and passing in the vast space of your awareness. You have a kind of bird’s-eye view of thoughts, sensations, sounds, feelings, desires, memories, whatever, coming and going in boundless, open space. Feel free to enjoy whatever is worthwhile in whatever you’re feeling.

Vieten: Thank you for that exercise.

Hanson: I have found again and again that those five simple suggestions are a great preliminary practice. It takes about five minutes, and with practice, you can actually do it in even less time because you know how to go there, how to light up those circuits and steady the mind.

I’d like to explain what happens in the brain during each of those five stages. We begin with our intention to pay attention to our breathing or whatever we’ve chosen. When we set an intention top down, we light up the prefrontal cortex, the part of the brain behind the forehead where there are a lot of executive systems. I find the bottom-up form of setting an intention really interesting; that’s when we get an embodied sense, an emotionally rich sense or inclination. Setting an intention from the bottom up is very powerful because it engages the limbic system, the subcortical regions underneath the cortex, which involve emotions. It’s where we begin to have emotionally positive rewards associated with our intention.

The second suggestion is to relax. In modern life, we chronically activate our stress response, our fight-or-flight system, which is related to the sympathetic nervous system. We did evolve to handle bursts of stress, but not chronic stress, and it’s hard to be mindful when we’re stressed out because stress activates the skittery, monkey-mind tendencies in the brain. To calm that monkey-brain as it scans for tigers in the environment, so to speak, it’s important to calm down sympathetic arousal, and the way to do that is to activate the parasympathetic wing of the nervous system. This is the rest-and-digest part of the autonomic nervous system, the part that keeps us on an even keel. A great way to activate the parasympathetic system is through our exhalations, because the parasympathetic system handles exhaling. As few as three to ten long exhalations will light up the parasympathetic circuits and calm down sympathetic arousal. Similarly, because the parasympathetic system handles digestion, relaxing the tongue or the lips also helps to light up this system.

The third suggestion focuses on feeling safe. This is a very important one, although it’s often hard for people because we have what I call “paper-tiger paranoia.” Essentially, we evolved to overestimate threats and to underestimate opportunities and resources for dealing with threats. Although that may have been a great way to pass on gene copies in Africa two million years ago, it’s a lousy way to experience quality of life in the twenty-first century. Most of us can feel safer than we normally do. I prompt people to feel as safe as they reasonably can because there is no perfect safety in life. None of us is safe from old age, disease, or death, for example, but most of us can afford to feel less guarded, less braced, and more confident in our capacities to meet life.

A sense of safety helps us with mindfulness because when we don’t feel safe, we continually scan for threats, which increases external vigilance and interferes with internal self-awareness. It’s probably no accident that in the traditional stories about the Buddha’s awakening, he has his back to the Bodhi tree. The tree “had his back.” It protected Buddha from the direction in which most lethal threats in the wild occur – from behind us – and it forced Mara and the other forces of delusion to come at the Buddha from the front, where he could deal with them.

The fourth suggestion invites a sense of well-being. To be mindful, to overcome the constant hijacking of the monkey mind, we rest our attention on one thing, such as the sensations of breathing, a loving-kindness phrase, or a prayer. To hold that focus in the field of attention requires holding it in what’s called working memory. The neural substrate of working memory has a kind of gate that is either open or closed. When it’s closed, the contents of it stay there, and what that translates to in our experience is that we maintain steadiness of mind. We are able to stay with whatever we want to pay attention to. The way the gate works is through dopamine, a neurotransmitter that tracks rewards. A steady flow of dopamine keeps the gate closed. What pops the gate open is either a drop in dopamine, when a feeling of reward falls away, or a spike in dopamine, when new and sweeter rewards are introduced, distracting us from what we were paying attention to.

So, in this practice, when you encourage feelings of well-being, you’re doing two things. You’re creating a steady flow of dopamine, which keeps the gate closed, and because you’re directing a highly rewarding flow of dopamine, you cannot get a spike of it. Those two things keep the gate of working memory closed and thereby steady the mind.

The last suggestion to regard the field of awareness as boundless space is connected to some new research that shows it activates lateral networks – circuits on the side of the head that are associated with mindful, open, spacious awareness. It moves people out of the conventional state of mind in which the circuits in the middle of the brain are busy planning, thinking about the past, using language, and engaging in abstraction, all with a strong sense of self, of me-myself-and-I. Although there’s a place for that, modern life overemphasizes the activation of these midline networks, and because neurons that fire together wire together, we get a strong buildup in those regions. So it takes training to stably activate the lateral networks. One of the ways to activate the lateral networks is through a panoramic view. There are a couple of others, such as not knowing and not needing things to make sense, but one of the easiest is cultivating a sense of boundless awareness – a bird’s-eye, panoramic view.

These five simple suggestions make up a basic practice that is based on good science. It’s a good illustration of self-directed neuroplasticity. This practice reliably stimulates the neural substrates of mindful attention, and over time, stimulating the neural substrates of mindful attention will naturally strengthen them, because neurons that fire together wire together. We can use this knowledge to build up the neural substrates of compassion, self-esteem, resilience, spiritual insight, and deep concentration. Pretty great, isn’t it?

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Excerpt for Keri Phillips’ Paper

COACHING, THE SHADOW AND THE TRANSITION CURVE

KERI PHILLIPS

I have been aware of The Transition Curve for many years. I, and I know countless others, have found it extremely valuable for helping people explore some of their reactions to change.  A few months ago I became very interested in the idea of the Shadow and began exploring ways in which this might be linked to the model. From this almost speculative connection I then began reflecting on many other possibilities which might be built on and from this well-established idea. Coaching was the context within which I continued my exciting and often confusing journey. In doing so I was aware that some of my thoughts were almost technical in character, others were rather more philosophical and yet others were somewhere in between. It occurs to me that sometimes that is the nature of transition – the need to handle both the practical and the profound: seeking new tools as well as questioning long-standing assumptions and beliefs. Anyway, the time has come to move towards a rather more thought-through elaboration of my ideas, having already ‘thought out loud’ on my blog, but in a rather disjointed way.

Although I am certain that the transition curve will be familiar territory for many of my readers, I will begin this paper by covering the key ideas. It seems, anyway, wise to do so since, during the thirty and more years that it has been around, many have played with it and developed variations. In no way would I claim mine is a definitive version; rather I acknowledge my debt to Sabina Spencer and John Adams.  Not only did they write a fine and highly accessible book on this topic1, but also I was lucky enough to attend one of their workshops at Ashridge Management College in the mid-1980’s. Those who describe the transition curve normally also refer back to a book co-authored by John Adams, John Hayes and Barry Hopson in the 1970’s, ‘Transitions: Understanding and Managing Personal Change’2, 3.  As part of their research they drew on the work of Elizabeth Kubler-Ross4 and her ideas regarding death and grieving.

In the second part of this paper I bring in more of my own ideas.  I consider some of the underlying emotions which may be in play.  In particular I consider ‘the cusp’ as a potentially key point within the transition. It is here that, to my mind, the shadow may have particular relevance.

The third and concluding part looks specifically at the possible implications for coaches.

As is always the case in my writing I do not attempt to provide definitive answers. Rather I offer possibilities hoping thereby to stretch the limits of my understanding. I therefore invite my readers to play around with, modify, discard and build on my offering.

THE CORE IDEA

The model gives a framework for recognising some of the common reactions to change, across two axes. One is Time and the other is Sense of Personal Competence; the latter focussing on the extent to which the person feels capable of handling the challenges of the change. Normally the line is shown finishing at a higher point than at the start; that is to say, learning from the experience of change hopefully enhances one’s skills and self-confidence.

For a copy of the full paper just email Keri at:  keri@keri-phillips.co.uk

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London Coaching Group – successful presentation by CSA Accredited Supervisors

“It’s just another coaches selling to other coaches scam

Myths like this, and a number of other assumptions and fears, still exist around supervision in the coaching profession, resulting in a significant number of coaches not experiencing the benefits that good supervision could bring to their practice.

How better to debunk some of the myths than to take supervision to a gathering of coaches? So thought Leanne Lowish, a CSA Coaching Supervision Diploma Tutor, who decided to take a Coaching Supervision Fishbowl to the London Coaching Group last month

Ably supported by no fewer than ten other supervisors trained by CSA over the last four years, Leanne facilitated an informative evening with the emphasis on giving coaches a supervision experience as well as exploring questions, views and attitudes towards coach supervision.

A number of coaches took advantage of a face-to-face taster of supervision; others closely observed and explored a coach in supervision. Jackie Arnold very ably demonstrated the Magic Box technique to illustrate the use of creativity in supervision with Neil Williams.

Participants enthusiastically entered a prize draw devised by Anne Pink, who couldn’t attend the event, in which Anne and other supervisors offered some free telephone supervision tasters.

A fun, energy-filled session was had with lively discussions and valuable insights. For us supervisors it was a wonderful demonstration of the CSA community spirit. A dozen supervisors, many of whom had not met, collaborating seamlessly and successfully around our shared passion for supervision.

As a result, a group of coaches left not only more informed about, and open, to supervision, but as Leanne says, “I felt a feeling of warmth, learning, reflecting and lightheartedness in the room at the end.” A pretty good outcome!

Lynne Cooper CSA Accredited Supervisior

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