Creating the environment to embrace the mysteries of coaching supervision

I remember when I was first introduced to the concept of coaching supervision I instantly thought “oh no, I am going to be assessed” and with that came the inevitable anxiety and concern. I was assuming that my competence was going to be assessed, and I had reminders of failed exams, getting things wrong and the associated feeling of shame. However, luckily for me my first coaching supervisor was compassionate and supportive, and with encouragement enabled me to reflect deeply to gain new perspectives. It is through this experience that I have learnt the value of coaching supervision and all that it has to offer. Years down the line I am in no doubt that coaching supervision has been a hugely significant factor in improving and developing my practice both professionally and personally.
This rich developmental journey has been down to the fact that I have been able to take everything to reflect on to my supervisors, and I mean everything, no holds barred, including what I am ashamed of. What my colleague, Karen Foy refers to as our “coaching uglies”. This has led me to reflect on how do we need to show up as coaching supervisors to enable those we work with to bring their “uglies”?
For me it’s how can I embody how Robin Shohet describes coaching supervision in terms of “embracing mysteries, rather than solving problems”? I have interpreted this as being comfortable to hold a space of uncertainty, to be curious and explore rather than seeking a defined outcome or action. This is what Keats, the poet referred to as “negative capability”, which he eloquently described as “capable of being in uncertainties, mysteries, and doubts without any irritable reaching after fact and reason.” This I believe is how I can embrace the mystery.
Developing negative capability and embracing the mystery is challenging and as coaching supervisors we must do the work, but where to start? Based on my own experience and research a shift to this space requires deep ongoing work on self, where we reach a point of self-connection and acceptance. This self-connection enables us to de-latch our self-worth from outcomes and solutions and be comfortable with uncertainty and mystery. Therefore, start with self-awareness and keep going.
There is of course an added challenge because as coaching supervisors we also have a ‘qualitative function’ requiring us to uphold professional codes of practice and ethics. This means we do have a role to interrupt the pattern and to ensure standards are maintained. Therefore, how can we as supervisors hold this tension whilst embracing the mystery and embodying negative capability to create the environment for our clients to bring anything and everything?