201 Setting Standards, Not Just Expectations: How Supervisors Build Defensible Supervision Practices

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The expectation is, I'm going to be here and I'm going to teach you and I'm going to make sure you know what you need to know.
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The standard says that's part of the job.
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If you never evaluate them, how are you actually showing them that it's important to you?
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How are you actually showing them that it's something they ever need to address?
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Welcome to Bandance Therapists, building practices and it's all about working smart and not hardly.
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There's a real difference between setting expectations and setting standards.
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Expectations are what you're hoping a supervisee will do.
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Standards are what you've actually built into the way you supervise so that quality isn't left to chance and your work holds up if anyone ever looks closely.
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This is our last before the rush episode for August, and it's a good one to close on.
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We're talking about how supervisors build supervision that's genuinely defensible.
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The structure, the documentation, and the everyday habits that quietly protect you and your supervisees and their clients long before the fall rush puts any of it to the test.
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Let's get to work.
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And that's, I think a lot of times what happens with this whole leadership growing ourselves as leaders as uh in supervision, you know, because it comes down to, okay, can we say what we expect?
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Well, most of us can.
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We have been in leadership before, we're adults, you know, maybe we've worked in retail and we've had people under us and we're able to set expectations like, hey, I need you to fold that rack of shirts over there, or we worked a drive-thru window where we're able to respond to people and have a boss and be a boss.
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But this is different.
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And so I always go back, not always, but many, many times, Jennifer and I, and my colleague Ashley Durbin and I, we we go to the internet social media just to see what people are asking.
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And so here are some examples I wrote down.
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Uh, people want to know what's the best time tracking software for supervision?
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Uh, do we need a wet signature or a dry signature?
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I had to Google that, wet signature, dry signature.
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And I just did my taxes.
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I'm I just think DocuSign, right?
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But I but I understand.
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Okay, so wet signature would mean print, sign, scan, deliver, you know, 55 steps.
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What's the best note-taking template?
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And, you know, that reminds me of like being a parent and especially a young parent, when you're trying to find like the most educational toys and you're doing like we used to do these parties, and we'd have toys like the most educational and these super expensive toys.
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And we're we're thinking, okay, we're gonna buy these really, really, you know, high-level intricate intelligence.
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We're gonna have these little Einstein babies, when really the most important thing was to interact with our child, right?
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So we had the ability to spend money on things, which, you know, sometimes, let's be real.
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I mean, sometimes we complain about it, but it's easier to spend money on things than to actually do the thing.
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But here's the here's the thing.
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With supervision, I think we sometimes just don't know.
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You know, the rules, they're pretty obscure, obscure, or they're written in legalese, or they have loopholes you can drive a truck through.
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And, you know, it doesn't matter if you're in Texas or North Carolina or Washington, you know, you're trying to do the very best you can.
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And it seems like getting the best time tracking software for your supervisee, that's a really good effort.
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But we're therapists.
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And we also know that sometimes our clients take steps that feel like progress, but are actually postponing progress.
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And I'm sure there's a name for that.
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Y'all let me know that what that is.
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But it's not progress.
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And so, really, I wanted to make sure today that you got some practical resources or at least some outside voice things to do and say that indicate not only do you have standards and expectations, but you're making it easy so your supervisees meet those.
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And this is not about gotcha.
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You know, nine times out of 10, when we see a relationship rupture in the supervision relationship, it's because of a gotcha moment, or the supervisor had it up to here.
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And okay, now you have a remediation plan, or there's some something going on in supervision itself where the supervisee is just hiding things.
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They're not being forthcoming.
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So I wrote down some things that that what about what matters.
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So again, I picture, you know, Kate, the young mom, going to her, you know, whatever insert name of educational toy company party, and I'm gonna spend a hundred dollars, which, you know, 30 years ago, that was a lot of money.
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Well, instead, I want you to think about standards.
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So standards would be, you know, notes.
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We have to have notes, right?
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And you're saying, okay, give me a template.
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Well, what about our my standard is okay?
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Here's the contract.
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I'm gonna write down every single thing.
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We take notes, you get a copy, here's the Dropbox link, here's the Google Drive link.
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So it's not this gotcha moment of did you bring your supplies with you to supervision?
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You know the expectation.
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Let's revisit the contract.
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You see in the contract when I say you have to be prepared, forget that.
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Make something that they can have on their phone and have a note, right?
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Maybe they can dictate a note into their phone.
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It creates a transcript.
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That transcript downloads into a shared Google Drive.
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So you have a copy, they have a copy, right?
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Make it easy.
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The standard is we have a note.
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Doesn't matter what you buy.
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Go ahead, spend all the money and feel good about yourself, but making it easy for you, easy for them.
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And there is nothing in the rules about who takes that note home.
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And this always confused me back when we were first developing the 40-hour training, because it seemed so clear that the supervisor was supposed to be taking this note.
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And I remember thinking, well, that's dumb.
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Why am I taking the note?
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Right?
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They should be taking the note because I'm actually doing all the talking or they're doing the talking and I'm giving all the brilliant, you know, advising.
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And so that's when Dr.
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Detroit and I developed this idea.
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How about, supervisee?
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You take the note, hand it to me at the end, I peruse, and then I sign because that was back in the day.
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We did everything with the wet signature, and now we both have a copy.
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I will scan it in for me, I will hand it to you for you.
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So, thinking about the rules, the rules say there must be a note.
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That is the standard.
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The expectation now matches the standard because you've made it easy for everybody.
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Here's the Dropbox link, here's the Google Drive.
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You can pull that up on your phone, create a voice memo.
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Voice memo creates a transcript, save it, download it into the file, and we both have a copy.
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Okay, another standard.
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We track time.
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That is the standard, right?
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You go into the rules, you must have this many direct hours.
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By the way, the rules don't specify how many indirect hours, at least in Texas.
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It says you must have a minimum number of direct hours over this amount of time.
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And so it does not say wet signature, dry signature.
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It doesn't even say that the supervisor must sign every time.
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But how else are you going to show that this is a standard?
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So if the standard is we track hours, make it easy.
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Have it in a Google Drive, make a spreadsheet.
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I want to see the number of hours.
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I will look at that every single week and I will copy paste my signature.
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I will, or you know, with your Mac, you know, trackpad if you want to sign it with your finger.
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And that indicates it is important to you.
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But it has to start with this idea.
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We must track, and then I will verify.
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I share this story.
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One of the things that uh I I would always ask my supervisees to give me feedback on supervision, my supervision, but only after it was over, because I figured they would lie if it was still going on, right?
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Because they don't want to make me mad.
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So after supervision was over, we'd go to lunch.
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And I remember the most common theme was, Kate, you don't check our work.
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So yeah, I would say, yeah, I'm gonna sign off on hours, but maybe two, three, four weeks would go by.
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And then I would say, oh, yeah, let's look at that.
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And I was okay, kind of peruse it, sign, sign, sign.
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Okay, good to go.
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And I did better once I got that feedback.
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And so looking, let's say you're listening to this or watching this, and even if you say, okay, every week we're gonna pull up the spreadsheet, right?
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Because it doesn't have to be something they bring every week.
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You can literally share in Google Doc.
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I'm gonna look at your notes.
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Oh, it looks like you're not getting many, many hours over here at Joe's counseling shack, but you've got 40 hours over here at this agency.
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Man, they're really working you hard there.
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Let's talk about self-care.
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So I'm not only indicating my standard and my expectation, I'm tying it into something that's very, very important.
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And if you were at Brett Hendrick's presentation on the ACA code of ethics updates, the code of ethics is really going into a lot more detail now about self-care.
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So now you can draw it actually into an ACA standard, which brings me to my next point.
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Standard.
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We follow the rules.
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In fact, in our rules, it says we will go over the rules in supervision.
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So how do we indicate that?
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Again, you go back to what's the best template up template out there for supervision notes?
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Or are you making it a point at every single supervision to talk about at least one rule and making sure your supervisee documents that in the note, right?
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The standard is we follow the rules, make it real by actually creating space for it, checking, tying it into an ACA code of ethics, or if you're a different license, whatever your professional organization code of ethics is.
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So we track time, we have a note, we follow the rules.
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This is this is my favorite one.
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The standard is here's the new standard, I, as your supervisor, know everything.
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Now, I don't mean like I have all of the facts, right?
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Because obviously that's not going to happen.
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But what you're letting them know is the standard is I must be aware of everything you're doing.
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And we supervisors are aware of vicarious liability, we're aware of that hidden liability when our supervisees don't tell us things.
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So letting them know here's how I'm going to check your work.
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And it doesn't have to be every week.
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This is up to you.
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But let's think about some things that really matter that you should be checking on.
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And I just wrote down a few things your social media presence.
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I want to see how you're interacting on social media.
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I want to see your marketing copy.
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I want to be able to look at your website and see exactly how you are marketing for clients.
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Of course, your clients.
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And this is a tough one.
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I mean, if you have somebody who's seen 40 hours, and I know this happens, or maybe, you know, you look at the list of their clients, and I have seen some crazy things, but at least you're letting them know, okay, once a month, I want to see your client list.
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You don't, you can de-identify everything, but I want to know how many clients you have.
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I need to see the diagnoses that you're seeing.
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I need to know, you know, where you feel in over your head, right?
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So this is something, it's not like a weekly staffing.
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This is you saying, no, this is important because I must be aware.
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Here's another thing where you can, this is kind of like putting your money where your mouth is.
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Your clients are important to me.
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I must know about them.
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So I'm coming to your site next week.
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How many times do you do a site visit?
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And yes, I know if you're listening to me and you're thinking, well, all I do is virtual supervision.
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I don't know, that's something you might want to think about.
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Maybe once a quarter you make a trip, get in the car, and go visit the site or do some kind of a FaceTime situation.
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And of course, that if that's not possible because of confidentiality, again, think that through.
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Is that something you feel comfortable with?
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But helping your supervisee understand look, there's no rule that says I have to sign off on your notes.
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I don't need to see every note, but I need to be aware of what you're doing.
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And so I'm going to check out your site.
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Let me pause here for a second.
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If this episode has you thinking about everything you'd love to have squared away before September, we made something that should help.
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Our free download this month is the Before the Rush self-audit worksheet.
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It walks you through your caseload, your supervision, your paperwork, and your boundaries, and it helps you land on one or two concrete things to actually finish before fall arrives.
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It's free.
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It takes about 15 minutes, and you can grab it at Katewalkertraining.com slash bonus.
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Now, this next one having to do with sight actually came up in our Texas Supervisor Coalition monthly workshop.
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Today's Tuesday, so this was yesterday morning, and I just saw in our Facebook group somebody's asked was asking if there's a recording.
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And we do not record the Texas Supervisor Coalition monthly workshops because we're talking about things that we need to have a safe space to have discussions and ask questions.
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But this one was about supervisory billing.
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And so supervisory billing, incident to billing, the question came up about 1099s, site contracts, employee contracts, insurance contracts, all of those things.
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If your supervisee is working at a different site, the ability to ask that supervisee, hey, I need a copy of your contract.
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Hey, I need a copy of the contract that your company has with Aetna.
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You say you're doing supervisory billing with uh blue cross blue shield, um, but you're doing it virtually.
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And blue cross-blue shield says clearly in their contract, you must be in the same vicinity as your site supervisor.
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And I know these contracts can be overwhelming, but we have AI.
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And if you're able to get a copy of the contract and you can upload it into chat, Claude, whatever your favorite AI is today, and prompt that AI, what red flags do you see?
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Where might my supervisees employment contract be coming up against this insurance panel contract?
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And yeah, out in the internet, I have seen the threads where you know a company is not going to let you see the insurance contract.
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They're not gonna let you see the employment contract.
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Well, how can you set a standard that you must be aware of everything if you can't even see these documents?
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Right.
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And again, I'll go back to notes.
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I get it.
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You may not be able to see every single note that's written, but there are ways to work with that.
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You can ask to see the template for the notes.
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You can ask your supervisee to write a note as if it was for a client they're seeing at the agency.
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You can still teach that supervisee how to write a good note.
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But how are you going to guide them if they're committing insurance fraud if you're not able to see the contract and get a clear idea of what their employment contract actually says they're doing, you know, if they've got them misclassified in some way.
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So again, remember the title of this today.
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We're talking about expectations, which are your inside voice, and your standards, which are your outside voice, clear what both of you can see, look at, right?
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That's that contract.
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So, you know, I know I started off with that analogy, and you know, I want to be a good parent and buy all the best toys.
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Well, getting the best software doesn't mean you're gonna use the software.
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So if you have this amazing time tracking software, but you're still not taking time to look at it, you're teaching your supervisee that it's not important to you.
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It's an expectation, but it's not a standard that you're willing to maintain.
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Finally, you are letting your supervisee know your skills matter, right?
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I mean, that's the obvious one.
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I kind of put that at the end, right?
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But that's the purpose of supervision.
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We are getting them to a place of novice, to a place of colleague.
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Maybe not expert.
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I mean, I don't know if any of us ever reach the level of expert, whatever that is.
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But helping them understand that this is not a static situation.
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This is not a passive process.
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I am here so that you get better.
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Totally different from counseling, right?
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Counseling, it's like, hey, I get it.
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You're gonna go at your speed, and we're both gonna respect the humanity of the process and you're gonna keep your autonomy.
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Not so much with supervision.
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So the expectation is I'm gonna be here and I'm gonna teach you and I'm gonna make sure you know what you need to know.
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The standard says that's part of the job.
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If you never evaluate them, how are you actually showing them that it's important to you?
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How are you actually showing them that it's something they ever need to address?
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So I take us back to the OER triad, right?
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It starts with the contract.
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You will be evaluated.
00:19:41.680 --> 00:19:43.920
All right, nobody reads the contract.
00:19:44.240 --> 00:19:45.200
Orientation.
00:19:45.359 --> 00:19:48.960
Hey, this these are the evaluation instruments I prefer.
00:19:49.119 --> 00:19:54.000
This is the remediation plan we'll use if I feel like you're really struggling.
00:19:54.319 --> 00:19:56.319
E, evaluation.
00:19:56.640 --> 00:19:57.839
Okay, you know what?
00:19:57.920 --> 00:20:03.039
I noticed for the past few months you've really been struggling with this reflecting skill.
00:20:03.279 --> 00:20:06.640
And so on the evaluation, let's see where you are.
00:20:07.119 --> 00:20:08.000
Remediation.
00:20:08.160 --> 00:20:09.359
That's the R, right?
00:20:09.599 --> 00:20:16.960
Oh, on the last couple of evaluations, I see you have not met expectations with the skill of reflecting.
00:20:17.200 --> 00:20:20.960
So you remember that remediation plan I showed you in orientation?
00:20:21.200 --> 00:20:33.039
Yeah, grab that because we share a drop box, you have access to it also, and we're gonna build a remediation plan that helps you improve the skill of reflecting.
00:20:33.279 --> 00:20:33.599
Okay.
00:20:34.079 --> 00:20:38.880
So it's not just waiting and waiting and hoping it gets better, right?
00:20:39.200 --> 00:20:42.400
And you know, I know we've all been there, no judgment.
00:20:42.720 --> 00:20:51.440
But if you're going from a place of expectations, right, to a place of no, I'm setting standards.
00:20:51.839 --> 00:20:54.799
Expectations, that doesn't really protect anybody.
00:20:54.880 --> 00:20:56.240
That just kind of makes you feel good.
00:20:56.400 --> 00:20:58.160
Oh, well, of course I have expectations.
00:20:58.240 --> 00:21:00.240
I should I'll look at my contract.
00:21:00.880 --> 00:21:06.000
But setting standards and then making them easy to follow.
00:21:06.319 --> 00:21:08.240
I cannot emphasize that enough.
00:21:08.640 --> 00:21:13.119
Practical ways so that supervision is never a got you.
00:21:13.440 --> 00:21:16.960
You know, it's even a scenario I think we have in the 40-hour training.
00:21:17.119 --> 00:21:20.160
Your supervisee continues to arrive unprepared.
00:21:20.319 --> 00:21:24.480
Well, how can they arrive unprepared if it literally lives in their phone, right?
00:21:24.559 --> 00:21:26.559
And they're able to do everything there.
00:21:26.880 --> 00:21:30.079
So let's get that barrier out of the way.
00:21:30.319 --> 00:21:34.319
Let's just show our supervisees these are the standards.
00:21:34.559 --> 00:21:48.480
Oh, here are the tools, and here's me, supervisor, actually following through so that you can see how important this is to me and the public and your for your future career, right?
00:21:48.640 --> 00:21:51.200
Future U is gonna thank us for this.
00:21:55.519 --> 00:21:58.880
And that's a wrap on our before the rush series for August.
00:21:59.039 --> 00:22:00.559
Quick heads up before you go.
00:22:00.799 --> 00:22:03.759
The self-audit worksheet comes down at the end of the week.
00:22:03.920 --> 00:22:09.440
So if it's been living on your to-do list, consider this your nudge to grab it while it's here.
00:22:09.599 --> 00:22:14.079
You can still get it at KateWalkerTraining.com slash bonus.
00:22:14.240 --> 00:22:23.200
September has a way of arriving all at once, and the people who feel ready for it are almost always the ones who did the quiet work back in August.
00:22:23.359 --> 00:22:25.039
Thanks for spending the month with us.
00:22:25.279 --> 00:22:26.799
See you next week.
00:22:28.160 --> 00:22:31.759
If you loved today's episode, be sure to leave a five-star review.
00:22:31.920 --> 00:22:36.720
It helps other badass therapists find the show and build practices that thrive.
00:22:36.960 --> 00:22:47.599
Big thanks to Ridgling Walker for our original fun facts and podcast intro, and to Carl Diamella for editing this episode and making us sound amazing.
00:22:47.839 --> 00:22:49.359
See you next week.