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Every effort has been made to trace all the copyright holders but if any have been inadvertently overlooked the publishers will be pleased to make the necessary arrangements at the first opportunity.

The authors have drawn on their experience of professional supervision, coaching and mentoring in a variety of circumstances to examine the theory and practice of supervision in the context of the fast‐growing field of executive coaching. They suggest some fundamental principles that underpin effective supervision, explore the various domains of supervisory conversations, consider aspects of the supervisor’s personal style and present a range of possible structures for providing supervision one‐to‐one and in groups. Some tried and tested practical “tips” for getting the most out of supervision are included together with contrasting personal reflections on the supervisory relationships shared by the authors over a three‐year period. The authors conclude that regular supervision of professional coaches and mentors is an ethical and practical (though often neglected) imperative. Suggestions for further research in this area are directed at the need to pay attention to client outcomes as a test for effective supervision.

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