Peggy Swarbrick Ph.D., FAOTA, Research Professor, Rutgers Graduate School of Applied and Professional Psychology and Associate Director of the Center of Alcohol & Substance Use Studies; Director, Collaborative Support Programs of New Jersey Wellness Institute

Structured supervision for the behavioral healthcare workforce including peer specialists and advocates (PS/As) is a necessity. In a field where the demands are constant, providing regular, helpful, and supportive supervision is very important. A structured approach to supervision ensures that both supervisors and supervisees (PS/As) benefit from a framework that fosters communication, professional growth, and wellness. 

Firstly, a structured approach to supervision ensures that all aspects of the job are covered. This includes fulfilling job responsibilities outlined in the PS/A job description. By taking turns to summarize meetings, both supervisors and supervisees are actively engaged in the process, ensuring that important points are not missed. This summarization serves as a checkpoint, allowing both parties to reflect on what was discussed and what needs to be addressed in the future. Using the meeting summary as a basis for creating the agenda for the next meeting ensures continuity and progress. It helps to prioritize tasks and set achievable goals, ultimately leading to better performance and job satisfaction.

Moreover, structured supervision provides much-needed support in managing work-life stressors and maintaining a healthy work-life balance. In the fast-paced and often emotionally demanding work environments, having a dedicated space to discuss challenges and concerns can be invaluable. By scheduling regular meetings, supervisors demonstrate their commitment to supporting team members, including PS/As. This regularity provides a sense of stability and predictability, which is crucial in reducing anxiety and burnout.

A  structured approach to supervision also involves co-creating the agenda.  The supervisor and PS/A supervisee can take turns summarizing meetings and using the meeting summary to create the agenda for the next meeting. This collaborative process ensures that both supervisors and supervisees have a say in what topics are discussed and what goals are set. Furthermore, structured supervision sets aside dedicated time for both supervisor and supervisee to provide one another with feedback. Importantly, supervisors should seek feedback from supervisees first, creating an environment of mutual respect and trust. Utilizing a strength-based approach, supervisors can offer constructive feedback that highlights areas of improvement while also acknowledging supervisees’ strengths and accomplishments. This feedback loop fosters a culture of continuous learning and growth, benefiting both individuals and the overall team dynamic.

Unfortunately, in many healthcare settings, supervision tends to fall off the radar due to competing priorities and time constraints. This is precisely why scheduling regular time for supervision should be a priority. By making it a non-negotiable part of the routine, supervisors ensure that all team members receive the support they need to thrive. Whether it’s weekly or bi-weekly, setting aside dedicated time for supervision sends a clear message that it is a priority, not an afterthought.

In conclusion, a structured approach to supervision for the behavioral healthcare workforce, particularly high-stress or sometimes ambiguous positions like the PS/A, is essential for both supervisors and supervisees. It provides a framework for effective communication, professional growth, and can contribute to a culture of wellness. By taking turns to summarize meetings and using the meeting summary to create the agenda for the next meeting, supervisors ensure that all aspects of the job are considered/reviewed, and progress is made. Moreover, scheduling regular time for supervision demonstrates a commitment to supporting all team members and helps to prevent burnout. Structured supervision is not just beneficial; it can be empowering and an essential task to prevent turnover.