Top 3 Challenges New LPC Supervisors Face — And How to Overcome Them (Includes downloadable Feedback Planning Worksheet)
- Gilbert D. Melchor, MS, LPC-S
- Jun 15
- 5 min read
New LPC Supervisors often face a steep learning curve as they shift from providing clinical services to guiding the professional development of others. Below are the top three struggles encountered and some recommendations to manage them.
1- Balancing Dual Roles: Supervisor vs. Clinician
Struggle: Many new supervisors find it difficult to shift from being a clinician (problem-solver, therapist) to being a developmental guide (facilitator of growth, evaluator).
Example: A supervisor might be tempted to give direct solutions to a supervisee’s client issue, rather than fostering critical thinking and ethical decision-making.
Why It’s Challenging: It requires a new mindset and the ability to stay in a supervisory lane, avoiding clinical overreach while still ensuring client welfare.
How to address: “Am I Supervising or Treating?”
Did I ask open-ended questions to prompt reflection?
Am I focusing on the supervisee's process, not the client's outcome?
Have I referenced developmental models (e.g., Stoltenberg’s IDM)?
Am I promoting ethical thinking vs. giving clinical advice?
Supervisor Reflection Prompt
“How can I support growth without taking control of the clinical situation?”
Example:
A supervisee presents a case involving a client with severe depression who is not responding to treatment. The supervisee looks to you for answers.
❌ Common Mistake: Clinician Mindset
Supervisee: “I don’t know what else to try. Nothing seems to be working.”
Supervisor (too directive): “You should switch to CBT and add daily journaling. Also, make sure you review their medication history—maybe refer them out.”
Problem: This bypasses the learning process and puts the supervisor in the therapist’s seat.
✅ Corrected Approach: Supervisor Mindset
Supervisor: “That sounds like a tough case. Let’s step back—how have you conceptualized the client’s struggles so far?”
Supervisee: “Mostly through a psychodynamic lens, but maybe I’m missing something?”
Supervisor: “Okay, let’s explore that. What are some alternative approaches you might consider? What’s guiding your current treatment choices?”
Supervisee: “I guess I could revisit the treatment goals… maybe consider a behavioral activation plan?”
Supervisor: “Great thinking. How would you go about deciding if that’s a good fit? What might supervision support look like if you go that route?”
2- Managing Documentation and Legal Liability
Struggle: Understanding and implementing supervision-related documentation (supervision contracts, logs, evaluations) and staying compliant with Texas BHEC/Texas State Board rules.
Example: Failing to keep timely and adequate records of supervision sessions or missing required supervisory benchmarks.
Why It’s Challenging: Poor documentation increases legal risk and can result in board complaints or denial of supervisee licensure hours.
How to address: Use Essential Documents
Supervision contract (signed by both parties)
Weekly supervision logs
Evaluation forms (i.e., midpoint and final)
Emergency protocols and contact sheet
Notes documenting performance concerns
Example:
The supervisor is meeting regularly with the supervisee, but isn’t documenting sessions or concerns properly. Later, an issue arises—possibly related to ethical conduct—and there’s little documentation to reference.
❌ Common Mistake: Verbal-Only Supervision
Supervisor: “I remember we talked about that boundary issue a few weeks ago. I gave her guidance on it.”
Board Investigator: “Can you provide supervision notes showing what was discussed and when?”
Problem: No documentation = no protection. Texas BHEC expects supervisors to maintain detailed, timely, and accurate supervision records.
✅ Corrected Approach: Supervisor Mindset
Supervisor (during session): “Let’s take a minute to log this conversation. We discussed client boundary concerns and reviewed applicable board rules on dual relationships. I’ll note that we agreed you’ll document future contact more clearly and bring notes next week.”
Supervisor (post-session documentation):
Date: 6/14/25
Topics Discussed: Client boundaries, Code §681.41 Ethics
Actions Taken: Reviewed relevant rule, assigned journaling on counselor role clarity
Next Steps: Supervisee to bring progress note sample with boundary considerations
🗣️ Recommended Dialogue to Normalize Documentation
“I document every supervision session—not because I don’t trust you, but because it protects both of us and helps us track your growth. The Board expects it, and honestly, so do I.”
“If anything ever comes up—an audit, a complaint, a tough ethical call—good records can make all the difference.”
3- Providing Constructive Feedback and Managing Difficult Supervisees
Struggle: Delivering honest, growth-oriented feedback—especially when supervisees resist feedback or have poor clinical insight.
Example: A supervisor may avoid confronting a supervisee who is chronically late or who displays boundary issues with clients.
Why It’s Challenging: New supervisors often fear damaging the relationship or discouraging the supervisee, and may not have developed skills in conflict resolution or assertive communication.
How to address: SBI Method (Situation–Behavior–Impact)
“In yesterday’s supervision (Situation), when you shared your client note without including risk assessment (Behavior), it raised concern about client safety documentation (Impact). Can we explore how to handle this better next time?”
Difficult Conversation Prep Checklist
Review board rules and supervision contract
Document the concern clearly and objectively
Prepare one example and one possible solution
Approach with a collaborative tone: “Let’s problem-solve this together.”
Example:
A supervisee is consistently defensive when given feedback about late documentation and incomplete progress notes.
❌ Common Mistake: Avoidance or Passive Feedback
Supervisor: “Well… just try to be more mindful about your notes, okay? No big deal, we’ve all been there.”
Supervisee: “I’m doing my best. I have a ton of clients and barely enough time to finish them.”
Problem: Vague, passive feedback doesn’t clearly identify the issue, and the supervisee may not take action—leading to repeat problems (and possible ethical risk).
✅ Corrected Approach: Supervisor Mindset Using the SBI Method
SBI = Situation – Behavior – Impact
Supervisor: “In yesterday’s supervision (Situation), when I asked about documentation and you mentioned that you hadn't written two progress notes from last week (Behavior), it raised a concern about timely clinical recordkeeping (Impact).”
Supervisor (follow-up):“I’d like us to take a look together at what might be getting in the way of timely documentation. Is it time management, confidence in what to write, or something else?”
🗣️ Recommended Dialogue to Approach Defensiveness
“It’s totally okay to feel overwhelmed, especially early on. My role isn’t to criticize, but to help you build sustainable, ethical habits.”
“That said, documentation isn’t optional—it’s part of ethical client care and legal protection. Let’s work together to figure out what support or structure might help you stay on track.”
Navigating the early challenges of LPC supervision can feel overwhelming, but focusing on these three core areas—balancing your dual role as clinician and supervisor, maintaining thorough and timely documentation, and delivering clear, constructive feedback—will set a solid foundation for effective supervision. By consciously shifting from “answer-giver” to facilitator, prioritizing documentation to reduce liability, and approaching difficult conversations with empathy and structure, new supervisors protect themselves and empower their supervisees’ growth. Embracing these strategies not only ensures compliance with Texas BHEC requirements but also fosters a supportive learning environment that ultimately benefits clients and the counseling profession.
...supervision matters!
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