Individual Supervision
Individual supervision is perhaps the most familiar and widely practiced form of supervision. In a confidential, protected setting, we work together to explore your professional challenges, dilemmas, and development needs. I am deeply aware that supervision invites vulnerability. It is a courageous act to open yourself to reflection and questioning. Because of that, shame is a natural and important element in our work. Rather than avoiding it, we engage with it thoughtfully: shame often reveals how you wish to be seen — and where you perceive your areas for growth. It offers a doorway to deeper insight and professional maturation. Depending on your needs, I move between three core roles in the supervision process: as a doctor, helping to heal professional wounds; as a mechanic, working alongside you to understand and repair what is stuck or not functioning; and as a guardian, offering attentive listening and emotional support. My approach is grounded in my training at the Tavistock Institute of Human Relations, with its strong emphasis on systems-psychodynamic thinking, role analysis, and the understanding of organizational life as a complex emotional field.
Group Supervision
Group supervision shares many similarities with individual supervision — it offers a protected space for reflection, learning, and growth. However, it is more structured and takes place in a small group of up to five participants who may not know each other beforehand. Each session lasts 90 minutes and follows a clear format: we begin with a brief check-in, followed by the discussion of two to three dilemmas brought forward by the participants in their role as coach, consultant, or leader. The structured approach ensures that each contribution is heard and held carefully within the group, allowing for depth without overwhelming the participants. Typically, the group remains constant over the course of five to six sessions, creating continuity and trust. Some groups choose to work together for much longer — even over several years — deepening their collective learning and insight. It is important to note that group supervision is distinct from team supervision: in group supervision, the members do not share a common organizational task. Instead, they bring their individual professional experiences into a shared reflective process. My work is informed by my training at the Tavistock Institute of Human Relations, drawing on systems-psychodynamic principles to attend not only to the individual, but also to the often subtle dynamics unfolding within the group.
Systems Supervision
Systems supervision focuses on supporting consultants — both internal and external — in their role as change agents within organizations. In these sessions, the primary task is not only to reflect on the consultant’s experience, but to deepen the understanding of the client system itself. Together, we explore how the system’s dynamics, structures, and defenses shape the work and how these forces may influence the consultant’s role and interventions. By gaining a clearer view of the system, consultants are able to refine their stance, adjust their strategies, and work more effectively with their clients. Systems supervision differs from classical individual or group supervision in that the consultant’s relationship to the system, rather than personal development alone, becomes the central focus. It is supervision in service of the client system’s health and change capacity. My approach is firmly grounded in systems-psychodynamic thinking and informed by my training at the Tavistock Institute of Human Relations, where understanding organizations as emotional and social systems is central.
