Internal coaching supervision 1: Darren Whysall

Welcome to the EMCC UK podcast and welcome to the Internal Coaching Supervision Series. In this new series, our hosts, Catherine St. Jim Brooks and Jeremy Gomm, will be exploring the topic of internal coaching supervision. as well as sharing their own knowledge research and expertise on this topic they'll be joined each episode by a different special guest who will share their experiences of internal coaching supervision across a range of organizations from both public

and private sectors. This podcast series will look at different models for supervision of internal coaches including where the supervisors are part of the organization themselves as in-house supervisors

and where external supervisors come in from outside to work with internal coaches. In this episode, you'll hear Catherine and Jeremy offer their own perspectives on what coaching supervision involves. They'll discuss the value of coaching supervision from an internal coaching perspective, and they chat to Darren Wysall, who at the time of recording was one of the lead coaches and internal coach supervisors at Barclays UK.

welcome to our brand new podcast series i'm very excited about it as is my co-host jeremy who's going to kick things off Hello, I'm Jeremy Gomm. I'm an independent coach and supervisor with a long interest in internal coaching, which began when I was a director of EMCC UK. In that role... In 2016, I launched the first international conference dedicated to internal coaches. As a coaching supervisor, some of my clients are internal coaches. Your turn, Catherine.

Hi, well, my name is Catherine St. John Brooks. I trained as an internal, sorry, an independent coach in 2003. And then somehow I tumbled into the world of internal coaching when I led some... research for the EMCC involving 123 internal coaches. And off the back of that, I was then commissioned to write a book published under the title Internal Coaching, The Inside Story.

I'm a massive fan of internal coaches. I think they're a very special breed. Someone who decides on top of their day job to train as a coach certainly has my vote. So let's start by saying what we mean. by internal coaching. It's simply when the coaches and the coaches work within the same organisation.

Now, in this series of podcasts, we're going to look at a number of different aspects of supervision in the world of internal coaching. And Jeremy and I are going to draw on our own experience of what we've seen in organisations. But we're also going to have a variety of guests, which, of course, will be the fun part. And today we're going to look at the tricky task of persuading the budget holders in organisations to invest in supervision for their coaches.

How can an organization be persuaded that the cost of supervision for their internal coaches is a worthwhile investment? But before we do that, let's talk briefly about what we mean by coaching supervision.

There are loads of definitions out there, often quite long as the writer tries to come up with something comprehensive. Today's definition, proposed by Catherine, is more straightforward. Supervision is a forum where supervisees think about their work in order to do it better. This one is from Michael Carroll, who, amongst other things, is co-author of the excellent book, Reflective Practice and Supervision.

Catherine, why did you choose that definition? I think it's really because of its simplicity. It focuses right in on the coaches. practice and how to develop the coach's competence, which I guess is what I particularly appreciated from my own supervisor. But I do recognise its limitations. Because it's so simple, it does omit a number of other aspects, including, I guess, the importance of the emotional support that a supervisor can give to the supervisee.

What do you think? I know you researched definitions as part of your supervisor training back in the day, didn't you? This is true. I find this one quite a high level definition and captures the essence of supervision. But I agree it misses some elements, including the role of the supervisor. So it is a forum in which supervisees reflect, but they're prompted to reflect on their work as coaches.

And they're encouraged to do it better by the supervisor. They're also encouraged to look after their own well-being as well as that of their clients and to reflect on the ethics of their practice. So I think there are clearer definitions and we'll introduce some of those in later podcasts. Thank you. Now, before we introduce today's guest.

We thought we'd put it up to Pennyworth, didn't we? What have you seen happening in organisations? Well, my experience is that organisations have a very mixed approach to coaching supervision. In a few, there is a board level recognition of the value of coaching and a respect for CPD, including supervision, that goes with it.

More often, it's piecemeal. It's unbudgeted and left to individual coaches to sort out their own supervision. Working with the International Internal Coaching Conference team, I've learned that in France and Belgium, At least supervision seems to be integral to internal coaching practice. Hopefully we will be learning more about that in a later podcast. The other thing that I notice is that organizations tend to use group supervision.

rather than one-to-one. I think that's partly because there's limited time to bring coaches together and the group experience gives them an opportunity to share. Yes, and of course, that sharing is a massive value. all of its own. There were a couple of things I was thinking of. The first was around double standards. Over the years I've come across quite a few disgruntled internal coaches.

saying that they received little or no supervision provided by their organisation. But they did know that that organisation, when it hired external coaches, insisted on supervision, sometimes to the point of...

asking for evidence from the supervisor about how many sessions a year they have and so on. And I'd rather share their disgruntlement, if disgruntlement is a word. And then secondly, short-sightedness. It does seem to me... that it's short-sighted if organisations spend a lot on training, which they usually do, training their coaches.

little or none on supervision and CPD, continuous professional development. It does feel to me as though organisations need to protect their investment. It makes financial sense. My father used to talk about not... spoiling the ship for a haperth of tar and it does feel like a false economy. So those are a few random thoughts from Jenny and me but let's now introduce our guest.

Darren Weissall, one of the lead coaches at Barclays UK. Welcome, Darren. How are you? Good morning, Catherine. Good morning, Jeremy. Delighted to be with you today. Great. Morning, Darren. Do you have any thoughts on what Jeremy and I were saying? A lot. I'll start with the last point, really around the investment in coaching supervision from an internal perspective.

I think, sadly, over the years, from my own experience of being an internal coach in a number of different organisations, often organisations will buy in an external provider to deliver coaching training to their colleagues. And sometimes the trainers and the purveyors of coaching will sell the leader as coach, but they won't sell the package. They don't tell. Often a naive audience that supervision is an integral part.

of the coach's development. So often, I think from an internal perspective, I've experienced this myself, you wouldn't know about supervision. You might hear about it as part of your training. but you won't really know the real true benefits of it and how it links to organizational learning, how it supports the culture of an organization, the health of an organization. And I think there's something that...

Those who are selling training to organizations need a more robust conversation. It's mutually beneficial because actually if you're selling coaching and you're selling the full package. The organisations are going to be better off. They're more likely to come back for more. And I've seen it far too often, even with our own organisation when I first joined, where a huge investment in swathes of colleagues being trained up as coaches, but no supervision in there.

When I was asking colleagues, how are they using coaching? He was going back to old behaviours because he was the most familiar thing to do. But they loved having the badge of I've been coached and I've been trained as a coach. They weren't doing the coaching. They weren't being the coaches because they just didn't know how to. And that's where I think supervision needs to play a significant part. And I think external providers need to play a part in that. But equally...

From an internal perspective, it's about asking the right questions. How can you help us embed coaching more effectively within our organisation and support it? Thank you very much.

I found that fascinating, actually. So let's get into the meat, shall we? Could you start by giving us an overview of how internal coaching works in Barclays? Oh, I can. As you said, you introduced me as one of the lead coaches in Barclays. Now, interestingly, there are three lead coaches within Barclays. So Barclays is a very big organisation, as I assure you, you imagine.

So I work in a world called Barclays Executive Services. I recently only moved into that sort of space through a recent transformation from Barclays UK. And I have a wonderful team of... Six who work across the UK, but we now work in a support service function. We support the front line. There is also business banking within Parkers. There's a wonderful team of coaches of seven within that space as well.

And then I have a colleague who works in my space with me who leads a team of five coaches, but more focused on performance as well as leadership development. So we're at an interesting sort of... collective group of internal coaches we're all full-time we don't do it from the side of our desk in addition to other roles we're here to support leadership development

at every single level so my team focus primarily on our sort of dp emerging talent our director population and supporting our mds as well our managing directors um through one-to-one team and group coaching. My colleagues in business banking do pretty much the same model. And my colleague, Chris, who works in partnership with myself in our broader sort of team.

Him and his coaches, they also provide one-to-one team and group coaching for AVPs and below, the sort of middle tier of leaders downwards, but also support the broader sort of colleagues within the business as well. So we've got like, there's around 30 of us in total within our sort of space. Thank you. So 30 and all full time. Yeah. So what I would say, my maths is not great.

30, I'm going to a different number. So there's about 20 of us, not 30 of us, 20 of us. Okay. And we're all full-time. And all full-time. I think we're pretty unique in that sort of way.

I think you probably are. And it does represent a significant investment by Barclays by the sound of it, doesn't it? Yeah. So what are your current arrangements for supervision for them? It's a really good question. So at the moment, there are four supervisors within the business. And we provide one-to-one supervision. That's offered to all colleagues. We don't mandate it.

We encourage it. We have a full commitment from our colleagues to their own sort of professional development. So we offer one-to-one supervision. We do group supervision. So the one-to-one supervision provides the depth. and that personal sort of development, well-being lens, and the boundary management piece as well that Jeremy was alluding to in terms of the functions of supervision.

The one-to-one is a monthly to six weeks basis. The group supervision is a quarterly basis, more often than not. And that's for the full-time coaches.

But we also have a group of talent that we are supporting as well. So we're supporting our own talent point lines. Rather than looking externally, if we... have any attrition within the coaching population that we've got or we move into different roles or we hopefully at some stage maybe even grow our sort of and expand our sort of relevance and reach we recruit some new coaches we also support a population of

people who are aspiring to be coaches. And these may be coaches or leaders who've invested in their own professional development outside of Barclays to become coaches, or there are people who are aspiring to be coaches internally.

So we provide supervision for them, but we don't do the one-to-one supervision because we just don't have the capacity. We do peer group supervision, or you could probably better describe it as... coach mentoring yes with a supervisor then because obviously that um requires more of the sort of teach coach mentor philosophy depending on where they are in the journey

Thank you. And so you're saying your four supervisors are internal supervisors? Yes. And so they're people who coached for some time in Barclays and then have... been trained as supervisors? So two have just recently qualified, self-funded, really useful to point that out. Two people that wanted to be supervisors, wanted to invest in their own development.

within business banking. Two of my wonderful colleagues in there invested in supervision. They're just coming towards the end of their training. And myself, I joined Barclays as a supervisor. And we're obviously very keen to try and get supervision off the ground for our internal collective. And a colleague of mine also recently completed their training and we provide supervision to our sort of collective.

The support mechanism for us, so Jeremy, for example, is my brilliant supervisor and has been for a while now. And the business funds that and it also funds my colleagues as well, Christina's. So we get external supervision because it's needed. If you're supporting the network that you're part of, it's useful to have that external lens as well, just for that objectivity. Jeremy will ask me questions.

Within our peer group, we may not ever ask ourselves, because we're so immersed in the system. Despite the fact we try to maintain that level of objectivity, it is difficult the longer you spend within an organisation to not be part of the system.

deeply part of the system that you're in. Absolutely. So that's quite interesting. You have a variety of sort of methods of ensuring that your coaches have opportunities to reflect, haven't you? We do. We also point out, it's not part of the supervision paradigm, but it's part of the CPD paradigm. We get together as a BUK collective. So all the coaches on a monthly basis, we get together, we run our own CPD events.

So we've all got different lenses and passions around coaching. So we come together as a collective to share and learn from and with each other. And that happens every month without exception. In addition to that, we also got organizational membership to the Association for Coaching. Not all, but I would imagine most from my conversation with people also use...

And the sort of group supervision experience calls that the AC put on. And they're super powerful as well. Although it's fast supervision, you're getting to work with people who are external to Barclays. So it sort of... gives you that additional lens to think about your own practice and your own learning and your own sort of client work from a different point of view.

Very good. Thank you. I want to say I'm very impressed by the number of sort of different angles you've brought in. It's, you know, it sounds like Bach is very open to using different ways of... ensuring that the supervisory lens is in there. How do your internal coaches actually access it? I mean, yeah, how does that work and who pays for it?

In terms of who pays for it, we're costed as part of a wider business strategy. So the supervision, we don't cross charge for it. We don't have any internal cost for it.

we're self-generated really in terms of our development so everything that we do there's no there's no cost for it there's nobody asking for money for it and there's nobody there's no other demand than that so it's pretty much a free internal service so It's through our collective discussions about what does good look like for us. And interestingly, following this podcast today, myself and my colleagues are going to be on a call with a broader BU coaching group.

Actually, what do you want for supervision for 2022? What would good look like for you? Because we're mindful that our business is changing, our colleagues are changing, our own learning experiences is constantly evolving. And actually, is what we're delivering now fit for the future? One of the biggest things I think that we're going to invest in next year as part of our development is supervision from a team perspective.

So we're spending more and more time now and being invited more and more to work with teams. How do we grow our capacity to work in that systemic environment in an effective way, but also... managing your own well-being because both of you all know is that going into a team environment from a one-to-one space can be incredibly challenging and managing the multiple aspects of the system.

I think needs that additional support separate to your traditional one-to-one or group coaching. So we think, actually, let's have a focus on supervision at the moment as well.

Thank you. And you mentioned that people tend to have supervision once a month. Something that's often been said to me was the difficulty if you have formal sessions once a month, and then let's say...

a massive ethical dilemma arises the day after the supervision session. And they don't always, and this is often where organisations are using external supervisors, I guess, they don't always have the opportunity to... a call-off contract or something like that and so it's difficult for them to get the support and guidance they need in between sessions how does that work for you so so we have no problem with that at all because we're such a close-knit community

within our agreements of working with each other. We're a phone call away. We're a video conference away. So we will inevitably pick up calls. And if we're not available, which is a rare... opportunity if we're all going to be off at the same time is that the peer group as such an eclectic group of incredibly experienced coaches is that there's always the peer group there as well and

So we provide that sort of peer support as well as the supervisory support. It's on demand. It's the same way. It's the benefit of working as an internal coach as well on a one-to-one basis is that our clients know that as part of their contract, if... for something big lands on their table and they need somebody to talk to they can just pick up a phone or what we we've created over the last sort of 18 months is an on-demand service for anybody so

Anybody can go and book a solution-focused coaching session through our online booking system any time of the week. That is there on demand for everybody because we try to pride ourselves in... equity, diversity and inclusion. And we know that coaching should be accessible to all. Have you heard about the EMCC UK special interest groups? These groups cover a broad range of interests including health, coaching psychology, education, mentoring and much more.

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Darren, can I ask, in all of this activity, which is tremendous, as Catherine says, it is tremendous that there is so much support from within the community for itself. And I'm wondering about the extent to which the organization is aware of this and supportive of it. And the one thing that leaves me with a question mark. is the fact that two of your internally trained supervisors have had to fund their own supervision. So where does the organization

How does the organisation view this and how do you report it to the organisation? It's a brilliant question. I'll endeavour to answer it and I'll pause for a breath in between. each statement that I make. So just any sort of questions. So getting by into coaching is incredibly difficult. Getting by into supervision can be even more difficult, particularly if it's not part of the...

business strategy. So for us, coaching is not part of the broader UK strategy or the Barclay of Executive Service strategy. There's a strategy in place. We grew out of a passion. but one senior leader who recognized from their own experiences that coaching would be beneficial for all. So they funded the budget. And this started, I would say, about nine years ago. And at the starting point, there were people they recognized in the business.

who would benefit from being in a coaching space supporting other people. But at that time, they weren't necessarily trained. So they invested to start off in their training. They didn't invest in the supervision. It was maybe another two years before I joined the business and brought in that supervisory lens. To get buy-in initially to supervision, it's about having the conversations. It's actually, what are the benefits of supervision?

Barkers have invested, as we're already hearing, significantly in their internal coaching capability. But how are they going to protect it? And more importantly, how are they going to protect the colleagues who are recipients of coaching? So it's about how you create the business case. The business case for me was about ensuring the coaching strategy is aligned to the BUK strategy. While we're not necessarily headlining with it, it's actually what do we do that aligns to the strategy.

and our sort of people plants it's about selling the story about how you minimize ethical risk and upheld the standards and professional standards the same way that the business would for example invest in continuous improvement programs for Lean Sigma 6 or project management, you'd equip those colleagues with the training courses or you need to equip the coaches with the adequate training for them as well.

I presented this initially when I first joined and I got funding for one of my colleagues. At the time, there was only four of us. So there was only a real requirement at that time based on the numbers for one additional coach. who could work with me and across the business to support those other people. Since then, a number of business cases have gone in forward.

But with the cost challenges of any business, and often people think that you work for a global organization, surely they've got the money for the investment. But like any organization, there's a significant cost challenge. The investment in coaching. is not always there when you need it. But the battle continues to strive to deliver coaching. And this is where two colleagues went, you know what, we can continue to wait.

for the investment or we can do something ourselves. And this is why I'm incredibly proud of our collective team because the coaching team invests so much in themselves. It's about how do we continue to match that with the business? But at the moment, there's a business case in place for supervision. That goes into learning into our HR sort of functions. And then it goes through a rigorous process of assessment of where we're going to get this investment from.

I'll pause for a breath there. I'm not quite sure I've fully answered your question yet. I think you've given us a very good answer to the question. The one that sticks out for me is. This idea that the need for coaching was very much a personal view within Barclays from somebody who was very senior in the organization. And I'm wondering, first of all, is that person still there? And does that person still have that level of influence? And has that influence grown so that others...

also at a senior level, are feeling the same way about the value of coaching? So first of all, that person is no longer with the business, but actually as with any leadership population that moves on. We're so entrenched in the organization of where we're at. We've continued to evolve and grow. So we started off with just two people in my business area.

There's now seven of us within our business area, 13, if you include my colleagues, within Chris's sort of world. So we have grown and evolved and we continue to be. recognised for the value that we bring from the coaching perspective. The real challenge constantly as the leadership evolves is going, why would coaches need supervision? These are all experienced coaches that...

Senior practitioner level, they've worked externally, they've worked internally. Why would they need supervision? Because it's the lens of the language of supervision. So we often, and I go into this battle regularly, is that why you need it is we've got a population of coaches potentially working and practicing outside of globally recognized quality standards. In the same way...

You'd want your mortgage advisors to be working within a professionally accredited body. You'd want your coaches to be doing that as well. You wouldn't hire, for example, a plumber who wasn't Corgi registered. to come and fit your boiler. And that's my belief in terms of coaching is that you want your coaches supported, not least of which is the wellbeing. I mean, that was my first step in supervision. And you may remember this, Jeremy.

You was my nudge to become qualified as a supervisor because back in 2009, when I was working within the Royal Navy, I was starting to pick stuff up I'd never picked up in the three years previously as a coach. that was weighing me down, was having an emotional impact on me, and I didn't know what to do with it. And the only person I knew to speak to at the time was outside of the network that I had within the military, where we didn't have supervision.

which we didn't know about it, was you. And it was through you that I became a supervisor myself, but I became a recipient of supervision. And all of a sudden, that release that you get and go, You know what? I feel better. I feel well. I feel more productive, more able to do my job. And every role I've had since then has all been about raising quality of coaching through the investment of supervision.

It's not easy, but it's not impossible. Even for an organisation like this, we've made some really big steps, I think, in describing the supervision that we've got so far.

But I still think there's more to be done. Catherine, I think we need to send some of this recording to Barclays to encourage them to understand the need for supervision. Great idea. Darren, just one thing, and that is how popular is supervision with the coaches? Do you find that you see an outcome from supervision that, at least within the community,

recognises the value that it brings? Hugely. I mean, first of all, I'll touch on our leader as coach population. Those, I think it's around 26, 27 colleagues. who are investing in their own development, they're aspiring to either work internally as coaches or doing it at the side of their desk. Their passion for it is huge and the attendance of those supervision sessions is also immense.

And the feedback that we get, we've got a global recognition site. The thank yous that the team get through for running those sort of sessions is incredibly valued. And how will you not be? I mean, the coaching team that support it. Christina, Paul and Andy and others who come along as well. So the other permanent coaches come in as well and augment some of those sessions sometimes. Just provide...

access to experience that you might not necessarily get in the line of your day-to-day sort of work, or challenges that you might not get through interactions. Colleagues, we talk a lot in our business about vertical leadership development. Our sort of supervision sessions provide just that. It's not just about the horizontal stuff, the acquisition of knowledge, learning about new models and new techniques. It's really about thinking as a coach.

And how do you shift thinking as a coach into being a coach on a day to day basis? So it's incredibly popular from that front. In terms of the full time coaches, every coach. takes up opportunity for supervision in a group space or a one-to-one space a few of the coaches also like myself and Christina they also take on opportunities to work with external coaches as well

just to get that additional dimension for their professional development. So supervision is popular. Popular because it's enjoyable. Who doesn't like walking with somebody, learning from somebody, and learning more about yourself? I've learned more about myself in the time that we've been in a supervisory relationship than I would have ever learnt on a training programme about coaching. And that's powerful. Thank you, Darren.

Can I just ask whether, do you monitor whether, because I can hear very clearly that your perception is that everybody is very eager for supervision, which is terrific, but we all have. time issues and so on often as part of our job. Do you actually monitor whether every single coach is actually getting supervision regularly?

So we do monitor it, but what we're not doing and we're going to start doing in the new year is tracking it so we can see trends. So at the moment where we track our coaching, so we've got a wonderful booking tool that enables us to see.

when coaching's been accessed, if there's a session been missed. That's one thing we've not applied to the supervision lens at this moment in time. So that's one of our plans for 2020-22, is to look at that sort of... bigger picture and go when and how are people accessing coaching supervision and what more can we do hence why we've got a call after this call my apologies dropped a load of books from the side

So for those people who are listening to the call, I'm very articulate with my hands and I've just knocked a load of books. Not supervision books, by the way. Stuff on team coaching. Thank you.

I don't even know where I was going now. So can I put our final question to you, which is. Does any of the subject matter from the group supervision sessions feed into your organizational learning? And the reason I'm raising that is that I do know of organizations who synthesize. themes from group supervision sessions and feed them back maybe to the head of learning and development or even to the ceo i know in one case does any of that go

It does. So I would say there's definitely more that we can do. So we do it with our coaching work and our supervisory work. Our sort of aim is to look for those sort of things. And for example, an example is... is that from your view, Serby, through our interactions in one-to-one coaching, through themes that have come through supervision, we know that psychological safety is a big topic. I think it's a big topic for every organisation.

So what we've done, we don't run training. Our job is not to train people, but it's to help embed training. So what we've done is provided space for colleagues to come and talk together. And we do what's called let's make sense of or let's reflect on. sessions and these sessions can be quite micro sessions around 12 people or we've had 500 people on a call because Barkers is a big place and we use an online sort of app.

where people can comment, reflect. And we've been running sessions, Let's Make Sense of Psychological Safety. This year alone, I think we've had 2,000 people go through these Let's Make Sense Sessions. Again, the voluntary. So the themes that we're picking up, the colleagues run with them and they work with a wonderful team of people. Total autonomy to, if they see something, they hear something that thinks will make a difference. They interact.

with our stakeholders and go, look, this is what we're noticing. This is what we're experiencing. This is what we think will make a difference. So the psychological safety one has been a big one this year. Wellbeing at the start of the year was huge. coming through from colleagues, coming through from coaches, that sense of burnout is that, well, let's do some stuff on, let's make sense of wellbeing. One of my colleagues, Katie,

did a wonderful session at the start of the year. Well, quite a few sessions. Again, not training. And it was called Not Another Wellbeing Workshop. And it was really about just... breaking open the sort of narrative around well-being and what it is and what it isn't and how people are feeling at this moment in time. So this is where I think coaching plays a huge part and supervision in any business.

is that these themes that are fed into the coaching source without breaking any confidentiality, it's purely the themes, can help shape the organizational culture. If you want a culture... diversity of inclusion and of equity listen to the coaches what have they got to say because they're working with the people on the front line they're working on the people on the second line and actually it's about how you filter that back into the organization

But I still think we could be doing more of it and doing it better. Thank you very much. Darren, thank you very much for this fascinating insight into the world of coaching internally in Barclays. Catherine, what have you learned in this session? All sorts of things. And I'm very impressed by the level of commitment within Barclays, I must say. But it was something that Darren said very early on that made a particular impact on me, which was around the fact that external training providers...

don't really sell packages that include supervision. And I'm thinking... Whoa, I do know of one that does, but there are loads of providers out there. And that is so interesting because what a missed trick for them, as well as for the organisations that could be getting the supervision. So I found that absolutely riveting and already thinking about what we can do about that. So thank you for that, Darren. No, it's a pleasure. Thoroughly enjoyed talking to you both this morning.

Well, can I just say that's exactly the point that I was going to raise, Catherine, that that's the one thing that stuck out for me. And I don't think it's just about internal coaching. I think perhaps it's also about.

just coaching training generally because a huge number of independent coaches have no supervision at all in the uk which we are aware of so My guess is there is something that we need to do, that EMCC needs to do and the other professional organisations need to do to raise the profile of supervision as part of their accreditation of...

coaching training so that's something we can report back to to emcc and uh and the other professional organizations it may come up again in these podcasts an excellent point thank you very much indeed dan and uh congratulations on the depth and wonderful culture that's already been achieved within the coaching community in Barclays, which sounds absolutely excellent.

I'll say thank you on behalf of everybody because it doesn't work without the team and the team are absolutely immense. Thank you for listening to this podcast from the EMCC UK. Together our aim is to produce good practice and the expectation of good practice in coaching, mentoring and supervision across Europe. EMCC is an independent, impartial and non-profit making organisation.

To learn more about the EMCC UK and to find out about membership, accreditation and learning resources, visit emccuk.org and remember to subscribe wherever you get your podcasts so you don't miss a future episode. And why not follow the EMCC UK on LinkedIn?