Effective supervision, a cornerstone of social work, is vital. Especially in busy New Zealand hospitals. For a decade, I’ve witnessed its power. It’s the bedrock of our growth and well-being. Today, I want to unpack why ongoing review isn’t afterthoughts. It is essential but often underestimated. It is one of the pillars within the five stages of the supervisory process (Caroll, 2014). These elements are critical for a journey that truly empowers you.
Many of us, when starting supervision, focus on tasks. Case discussions, policy checks, meeting requirements. Yet, the true strength lies in the relationship itself. It’s a living, breathing connection. This bond, like any meaningful one, needs nurturing. It benefits from clear beginnings. It demands deliberate development. Without thoughtful ongoing review, we miss profound opportunities for learning. We also risk unresolved issues. This isn’t just theory. It’s drawn from my daily work. I provide supervision. I witness its transformative power here in Aotearoa.
The Journey Through Supervision: Embracing the Five Stages
Think of supervision as a journey. It has distinct phases. There are five stages that guide us. They help us understand its evolving nature. This framework moves beyond mere administrative tasks. It prioritises the supervisory relationship. Let’s explore why ongoing review and good termination are vital. They are essential at every step. They ensure our professional growth is continuous. And our transitions are healthy.
Stage 1: Starting Strong – Laying the Foundations of Trust
That first meeting in supervision? It’s much more than an introduction. It’s where the very fabric of our working relationship begins. When I meet a new supervisee, I know they’re observing everything. Is this a safe space? Can they truly trust me? Trust is key. Can they share vulnerabilities? These initial encounters, before case discussions, set the stage for everything. Unspoken expectations, psychological contracts, start forming immediately.
For someone new to supervision, especially less experienced, anxiety often runs high (Caroll,2014). My role is to create a welcoming, contained environment. It’s about being fully present. I listen not just to words. I pay attention to unspoken questions. Two people learning to trust each other. I learned early on the importance of building trust. It starts from day one. And it means being honest. We share what we both hope for. This careful beginning helps the relationship flourish. It builds a solid foundation.
Stage 2: Building Connections – The Power of Clear Contracts
After that initial bond, we move into consolidation. This stage often involves contracts. These are more than legal papers. They are agreements. They define how we’ll work together. There are practical aspects: when we meet, what we focus on. But just as vital are the relational contracts. And the psychological ones. What do we expect from each other? What do we hope to gain?
In my own journey, I’ve used formal written contracts. Sometimes, a clear verbal agreement is enough. The formality isn’t the crucial part. It’s the clarity. It’s about ensuring all parties understand their responsibilities. I’ve found that unspoken psychological contracts can cause problems. If our hidden hopes aren’t discussed, they lead to disappointment. So, I actively ask: “What are you truly hoping for from this supervision?” This open dialogue prevents misunderstandings. A good contract is a promise. It’s a promise of reliability. It’s about what we commit to being for each other. Not just what we will do.
Stage 3: Deep Engagement – Nurturing the Ongoing Dialogue
With foundations laid and expectations clear, the supervisory relationship fully engages. This is where the real work happens. It’s about maintaining our connection. We use ongoing review. We foster open, reflexive conversations. We stay mindful of power dynamics. Every supervisory pair develops its own rhythm. Its own way of working together. We settle into a unique professional dance.
But comfort can sometimes lead to routine. Where creativity can wane. That’s why actively reviewing the relationship is vital. Especially important is looking at how power plays out. It’s easy for supervisees to unintentionally give away their power. It’s a dynamic worth exploring. We need to help supervisees find their own ‘power within.’ We encourage them to shape their professional lives.
Another fascinating aspect here is ‘parallel process’ (Caroll, 2014). This is when client dynamics mirror what’s happening in our supervision. I’ve noticed this many times in my practice. A supervisee might describe a challenging client. Then, I observe a similar pattern emerging in our session. For example, a client’s resistance might appear in the supervisee’s response. Perhaps to my suggestions. Recognising this isn’t about judging. It’s a powerful tool. It helps us understand the client relationship more deeply. Often, our reported version isn’t the full picture. Engaging with these moments offers rich learning opportunities.
Stage 4: Essential Servicing – The Power of Evaluation and Feedback
This stage is about continuous evaluation and feedback. It’s not a formal chore. It’s an integral part of the relational journey. Just as we service our vehicles, or get regular health checks, our relationships need maintenance (Caroll, 2014). Giving and receiving feedback is fundamental. We all have blind spots. Honest, constructive feedback from another person is incredibly valuable. Relationships that aren’t regularly reviewed easily fall into unhelpful habits (Caroll, 2014).
When I take my car in for its annual Warrant of Fitness (WOF) check, it goes through a comprehensive checklist to assess its condition. In the same way, it’s important for supervisors and supervisees to regularly review their relationship and the supervision process. Davis and Beddoe (2020) offer the following useful questions to guide this reflection.
This stage also touches on difficult emotions—particularly shame and fear. In my experience, feedback in supervision, if not handled with sensitivity, can unintentionally trigger shame responses.
As Carroll (2014) explains, shame often arises from a deep fear of disconnection and the belief that one is not good enough. When supervisees feel shamed, learning becomes blocked; they may withdraw, avoid vulnerability, and resist taking professional risks.
Stage 5: Ending Well – Achieving Clean Closure and Future Growth
Finally, we arrive at the ending. This can be tough. But a clear, clean termination is vital for everyone involved. For some, endings bring up deep feelings. Loss, abandonment, or rejection. I’ve seen supervisory relationships just “fade away.” Without a proper close. This leaves loose ends. It can negatively impact future professional connections.
A good termination, as Carroll (2014) outlines, involves reviewing the entire supervisory journey, acknowledging learning, and preparing for future development. It’s a moment for mutual appreciation and, where appropriate, providing references.
Importantly, parallel processes may emerge during endings—supervisees might unconsciously re-enact unresolved client terminations. Supervisors must recognise these signs and facilitate open dialogue. Even unexpected endings, such as relocation or loss, require space for emotional processing. Not all endings are easy, but even difficult ones offer valuable learning when approached with honesty. Ultimately, supervision is a relational contract—not merely a checklist of tasks.
Conclusion
Effective supervision, from my decade in New Zealand’s healthcare system, is more than a professional duty. It’s a living relationship. It demands mindful engagement at every step. From building trust in the early days. To active engagement. Shaped by shared understandings. And then to indispensable ongoing review. And thoughtful termination. Each stage enriches the learning. Overlooking ongoing review or neglecting a proper ending leaves valuable lessons unaddressed. It can create lingering unresolved issues.
By embracing all five stages, always prioritising the supervisory relationship, we don’t just improve our own practice. We empower those we supervise. They become confident, ethical, and resilient social workers. It’s about establishing a strong foundation. Navigating complex human interactions. And ensuring every professional journey thrives. Like a well-tended garden, it’s cared for from planting to harvest. Yielding continuous growth and invaluable wisdom.
Carroll, M. (2014). Effective supervision for the helping professions. SAGE Publications, Limited.
Davys, A., & Beddoe, L. (2020). Best Practice in Professional Supervision: A Guide for the Helping Professions (2nd e.d.). Jessica Kingsley Publishers.
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