Who supervises the supervisors?

As with most things, we can only be as good as the people we surround ourselves with.  For a psychologist in particular, the most important person in that mix is the supervisor.  Having been trained to provide supervision, I used to think that I was pretty good at it.  Fortunately that delusion was dissolved when one supervisee as much as told me that she had felt like she was floating in an ocean with sharks circling.  What did I do wrong?  Well, probably a lot of things at the time... but, how can I be at least a "good enough" psychologist-supervisor for my next victim... I mean supervisee?  Here are three rules:

First things first, supervision is not therapy.  While I believe it is important for a supervisor to be aware of any particular "buttons" or "issues" the supervisee feels could effect his or her performance, a supervisor should not use "the voice" and try to get the supervisee on the proverbial couch.   I know I had a couple of supervisors who I dreaded talking to because I got the impression they were more interested in my personal damage  than helping me improve my clinical technique.

Second, provide structure.  No matter how advanced your supervisee is, everyone likes to start off being directed as if they were a first year student.  Give articles to read.  Tell the rules of the setting and go over how therapy works -- according to your school of thought.  Really scrutinize technique and give plenty of feedback early on.   More advanced supervisees should quickly tire of your structuring and give you signs that they are ready to go beyond the basics.  I try to pick up on clues before the snoring or blank stares followed by standing up and walking out of supervision 30 minutes early.  Of course, with experience you will be able to rely less on their level of irritation to inform you as to when to back off.

Third, balance the challenge.  Certainly meet the supervisee where they are at from a professional development standpoint as well as an emotional one.  Push too softly and they will feel like the experience is a waste.  Push too hard and you will crush their spirit.

So far, I have been good with point one.  That's it.  For those receiving supervision, give feedback as soon as you realize what is not going well.  These are the basic opening lines that I think supervisees should use (with me anyway):

For problems with Rule 1: "I was wondering if we could spend more time on my conceptualization of this client I am working with?"

For problems with Rule 2: "I am not sure I quite understand how you believe I could be handling this case.  Could you work with me a little on how to develop a treatment plan?"

For problems with Rule 3 - low challenge:  "I think I would like to work with some more challenging cases."

For problems with Rule 3 - excessive challenge: "Wow, I feel like I have a long way to go.  I think I need a lot more supervision on this."

Try these out.  Raise your voice level as need be but, please, no spitting or hitting.  Talk to your supervisor's supervisor if you must.  And, believe me, you might have to.  I know I have had supervisees who used some of the above statements and I do not think I responded well to their hints at a need for improved supervision.  My only defense is that providing supervision is as much a work in progress as developing a therapeutic style.