[acb-hsp] Characteristics of An Ideal Supervisor

Tue Aug 23 07:55:22 EDT 2011

Hi.  Darla and all, supervisors / managers really receive little to no training / education about being a supervisor.  They walk in, get the job of supervisor and are.  If they have perceived more education / experience than others, they become supervisor.  Until more recently, there was little, few books and the like, on the need for it.  There were not even things like approved licensure for supervision, consultation for supervision, etc.  And now, even though there is, it is not easy to come by or obtain, and it is expensive, costing upward of $75 an hour (a week) to $150.00 for that same hour (a week) for many people out there.  Sometimes, you are fortunate and your supervisor can provide it at no cost because you work in an agency.  But what if you don't work well with that supervisor, they don't work well with you or, don't even want to work with you?  
These pose other problems for the would-be lisence-seeking professional.
Just because they may have to hire you, they do not have to supervise you for licensing.  
In other words, here we are working at an agency.  I'm Darla's (I'll use you as an example because I don't think you will be offended).  You are working as a Rehab. counselor for our agency right now but you indicate that you'd like to get your LPC.  I'm an ALPS (approved Professional licensed Supervisor) and so I agree that, sure Darla, you continue your job working as a Rehab. counselor, however as part of your LPC work, what you can do is take a couple clients whom we both determine need some mental health counseling and, if they also agree, provide it.  Now, they will get services as well.  We get other DRS counselors in that agency to refer them to you of course so that you aren't providing dual services--rehab. services and MH services to your own.
Okay, so now, here's the deal.  You have a job.  I could be your DRS (work) supervisor (there is no law against that and there is nothing, so long as I keep the boundaries separate, against it.)  We can debate that one as well because it is.
But, there is nothing that forces me, even after Darla completes her 2,000 hours (in WV and most other states) to give her that LPC.  I can decide her personality is not "right".  I can stick with this whole halababloo that she cannot "see nonverbals" and therefore cannot be a counselor.
I can decide a lot of stuff about Darla and refuse to sign off on her LPC.
And its up to Darla to prove that I'm the, essentially, inept supervisor, ALPS.  She has to go in writing to my Board (WVBEC) with a formal complaint about me.  
Now certainly, and this is why I really encourage dialogue, it is far, far better to nip these things in the bud before that two years (or whatever it might be) is up goes by.  The very first time I (supervisor) starts yapping about Darla (student) personality problems or vision problems is the time for corrective actions.
Maybe it is supervisor's personality (oh my! what a concept).
Maybe it is communication problems.
Maybe student (or supervisor) needs counseling.
Maybe! and probably, someone needs additional training.
And this whole issue of nonverbals?  It doesn't fly either because folks! in phone counseling, no one "sees" it either, and they do it all the time.  Some insurances are even paying for it now, and much to the chagrin of some, phone / internet counseling is being more-and-more accepted as the norm.

But I sev erely drifted from the original point: no one but no one has an excuse for not possessing characteristics of a leader / supervisor.  They can be learned / developed.  There are now opportunities of learning and developing them and there are some awesome books out there.  Again, though, I don't know many that are free.  I get most of my scholarly reference material off of www.questia.com
Although it costs about $100.00 a year to join, it has been well, well worth it because you can get voocoos of information from it thereafter.  So, it comes down to: Do you really want to improve yourself, or Do you want to keep blaming everyone else?

Jessie Rayl
EM: thedogmom63 at frontier.com
PH:304.671.9780
www.facebook.com/eaglewings10

"But they that wait upon the LORD shall renew their strength; they shall
mount up with wings as eagles. They shall run, and not be weary"--Isaiah 40.31

  ----- Original Message ----- 
  From: Darla J. Rogers 
  To: Discussion list for ACB human service professionals 
  Sent: Monday, August 22, 2011 5:55 PM
  Subject: Re: [acb-hsp] Characteristics of An Ideal Supervisor

  I can relate, Andy; perhaps that is why, in some places customer/patient/consumer services are so lacking.

  After all, being a supervisor is much, much more than just giving orders.

  Darla J. Rogers

  Don't compromise yourself; you are all you've got.
   --Janis Joplin

  djrogers0628 at kc.rr.com
  follow me on twitter: darlajean at twitter.com
    ----- Original Message ----- 
    From: Baracco, Andrew W 
    To: Discussion list for ACB human service professionals 
    Sent: Monday, August 22, 2011 3:56 PM
    Subject: Re: [acb-hsp] Characteristics of An Ideal Supervisor

    At the VA, none of the below. This is a good laugh!

    Andy

    From: acb-hsp-bounces at acb.org [mailto:acb-hsp-bounces at acb.org] On Behalf Of J.Rayl
    Sent: Monday, August 22, 2011 4:17 AM
    To: Discussion list for ACB human service professionals
    Cc: Cain, Deborah
    Subject: [acb-hsp] Characteristics of An Ideal Supervisor

    How many of your supervisors have or have had these?  Or, do you?  <smiles>

    From Argosy University

    C7454 Characteristics of an Ideal Supervisor

    Behavioral

    Good Listener

    Compassionate

    Enthusiastic

    Objective

    Open

    Approachable

    Calm

    Understanding

    Responsible

    Ethical

    Role model

    Pleasant

    Supportive

    Optimistic

    Trustworthy

    Work Experience

    Experience with particular client populations

    Experience as a supervisor

    Experience as a supervisee

    Diagnostic skills

    Good intervention/treatment skills

    Flexible supervision approach based on the supervisee's developmental level

    and training needs

    Uses a collaborative approach

    Encourages the supervisee's problem-solving

    Sensitive to the supervisee's vulnerability and concern about making mistakes

    Knowledgeable of clinical, legal, ethical, and professional issues

    Integrates ethics in daily practice

    Trains supervisees regarding agency policies and procedures

    Challenges supervisees on the ethical implications of clinical practice

    Uses a variety of supervision methods

    Provides reassurance, direction, and compassion

    Values 'protected' supervision time

    Belief in the supervisee's potential

    Provides a safety net

    Therapeutic without being the supervisee's therapist

    Current with research

    Page 1 of 1

    C7454: Characteristics of an Ideal Supervisor

    © 2007 Argosy Online

    Jessie Rayl
    EM: thedogmom63 at frontier.com
    PH:304.671.9780
    www.facebook.com/eaglewings10

    "But they that wait upon the LORD shall renew their strength; they shall
    mount up with wings as eagles. They shall run, and not be weary"--Isaiah 40.31

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