David Monro-Jones

I describe myself as an adaptive and data-driven coach, with a thought-provoking and no-nonsense coaching style; unapologetically direct and challenging. These points are important because they serve to underpin what I am bringing to my coaching, mentoring and supervision sessions, and what I am not. I do not follow any particular coaching or mentoring model, rather a conversational approach. It could be argued that this is closer to coactive coaching, though at various points, depending upon the needs of my client, I may choose to use a systemic approach, solutions focused, appreciative inquiry, or anything that is appropriate at the time.

Asking supervisees how they want us to work together is a fundamental aspect of my contracting. However, I am now much more inclined to ask what will work best for this specific situation, and to work collaboratively to recognise what is best for them in-the-moment. I find the discrimination model particularly useful when working with supervisees. The model encourages me not to respond, ‘from the same focus or role out of personal preference, comfort or habit’, but rather to tailor my responses and interventions to individual needs and specific situations.

Choosing the most appropriate strategy and intervention requires an assessment of my supervisees objectives/desired outcomes followed by mutual agreement on how we will get there. This could be more directive (supervisor led), or supervisee centred, encouraging empowerment. Recognising the possible need for different interventions at contrasting times for the same and different supervisees reinforces my preference for an adaptive [integrative] approach.