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Resources for Professional Growth

This Resources for Professional Growth segment is specifically targeted for managers/clinical supervisors. This section offers guidelines, outlines strategies, and directs practitioners to clinical supervision competencies essential for supervising addiction treatment staff. It serves as a directory of professional development opportunities, featuring a listing of various ATTC Network links. In addition, there are some compassion fatigue assessment tools and various self care resources included.

Management Help Library
Competencies for Clinical Supervisors (TAP 21-A)
Counselor Development Competencies
Tips for Supervising and Motivating and Steps You Can Take
ATTC Featured Resources
Books - Burnout, Spirituality, Management, Various topics
Other Links

Competencies for Clinical Supervisors, Technical Assistance Publication (TAP 21-A) Series:

Counselor Development Competencies:

Performance Domain (PD) 1: Counselor Development:

  • Teach supervisees the purpose of clinical supervision and how to use it effectively.

  • Ensure that comprehensive orientation is provided to new employees, including in areas such as the organization’s client population, mission, vision, policies, and procedures.

  • Build a supportive and individualized supervisory alliance that respects professional boundaries.

  • Maintain a constructive supervisory learning environment that fosters awareness of oneself and others, motivation, self-efficacy, enthusiasm, and two-way feedback.

  • Conceptualize and plan individual and group supervision activities, incorporating supervisees’ preferred learning styles, cultures, genders, ages, and other appropriate variables.

  • Encourage supervisees to examine their views regarding culture, race, values, religion, gender, sexual orientation, and potential biases.

  • Help supervisees develop skills of empathy and acceptance specific to working with culturally diverse clients.

  • Provide timely and specific feedback to supervisees on their conceptualizations of client needs, attitudes toward clients, clinical skills, and overall performance of assigned responsibilities.

  • Create a professional development plan with supervisees that includes mutually approved goals and objectives for improving job performance, how goals and objectives will be met (including the respective responsibilities of the supervisor and the supervisee), a timeline for expected accomplishments, and measurements of progress and goal attainment.

  • Implement a variety of direct supervisory activities (e.g., role play, live supervision/observation, review of audiotaped and videotaped sessions, presentation/discussion of case studies) to teach and strengthen supervisees’ theoretical orientation, professional ethics, clinical skills, and personal wellness.

  • Help supervisees recognize, understand, and cope with unique problems of transference and counter transference when working with clients with substance use disorders.

Tips for Supervising and Motivating Your Staff – Basic Principles to Remember:67

  1. Motivating employees starts with you. It's amazing how, if you hate your job, it seems like everyone else does, too. If you are very stressed out, it seems like everyone else is, too.

    Enthusiasm is contagious. If you're enthusiastic about your job, it's much easier for others to be, too. Also, if you're doing a good job of taking care of yourself and your own job, you'll have much clearer perspective on how others are doing in theirs.

    A great place to start learning about motivation is to start understanding your own. The key to motivating your employees is to understand what motivates them.
    - What motivates you? Consider, for example, time with family, recognition, a job well done, service, learning, etc.
    - How is your job configured to support your own motivations?
    - What can you do to better motivate yourself?

  2. Always work to align goals of the organization with goals of employees. If the results of their hard work doesn't contribute to the goals of the organization, then the organization is not any better off than if the employees were sitting on their hands -- maybe worse off!

    Therefore, it's critical that managers and supervisors know what they want from their employees. These preferences should be worded in terms of goals for the organization. Identifying the goals for the organization is usually done during strategic planning. Whatever steps you take to support the motivation of your employees, ensure that employees have strong input to identifying their goals and that these goals are aligned with goals of the organization.

  3. Each person is motivated by different things. Whatever steps you take to support the motivation of your employees, they should first include finding out what it is that really motivates each of your employees. Ask, listen, and observe them.

  4. Recognize that this is a process, not a task Organizations change all the time, as do people. Indeed, it is an ongoing process to sustain an environment where each employee can strongly motivate themselves. If you look at sustaining employee motivation as an ongoing process, then you'll be much more fulfilled and motivated yourself.

  5. Support employee motivation by using organizational systems (for example, policies and procedures) -- don't just count on good intentions. Don't just count on cultivating strong interpersonal relationships with employees to help motivate them. The nature of these relationships can change greatly, for example, during times of stress. Instead, use reliable and comprehensive systems in the workplace to help motivate employees. For example, establish compensation systems, employee performance systems, organizational policies and procedures, etc., to support employee motivation. Also, establishing various systems and structures helps ensure clear understanding and equitable treatment of employees.

Steps You Can Take:

  • Apply what you’ve been taught and have read.

  • Briefly write down the motivational factors which sustain you and what you can do to sustain them. This little bit of "motivation planning" can give you a strong perspective on how to think about supporting the motivations of your employees.

  • Make a list of three to five things which motivate each of your employees. Read the checklist of possible motivators. Fill out the list yourself for each of your employees and then have each of your employees fill out the list for themselves. Compare your answers to theirs. Recognize the differences between your impression of what you think is important and what they think is important. Then meet with each of your employees to discuss what they think are the most important motivational factors for them. Lastly, take some time alone to write down how you will modify your approaches with each employee, ensuring their motivational factors are being met.

    Much of what's important in management is based very much on "soft, touchy-feely exercises". Learn to become more comfortable with them. The place to start is to recognize their importance.)

  • Work with each employee to ensure their motivational factors are taken into consideration in your reward systems. For example, their jobs might be redesigned to be more fulfilling. You might find various ways to provide recognition, if that is important to them. You might develop a personnel policy rewarding employees with more family time, etc.

  • Have one-on-one meetings with each employee. Employees are motivated more by your care and concern for them than by your attention. Get to know your employees, their families, their favorite foods, names of their children, etc. This can sound manipulative -- and it will be if not done sincerely. However, even if you sincerely want to get to know each of your employees, it may not happen unless you intentionally set aside time to be with each of them.

  • Cultivate strong skills in delegation.  Delegation includes conveying responsibility and authority over to your employees to carry out certain tasks. However, leave it up to your employees to decide how they will carry out the tasks. Skills in delegation can free up a great deal of time for managers and supervisors. It also allows employees to take a stronger role in their careers, which usually means more fulfillment and motivation in their jobs, as well.

  • Reward it when you see it.

    This helps reinforce the behaviors you're currently seeing from your employees. Often, the shorter the time between an employee's action and your reward, the clearer the message that this is the behavior you prefer.

  • Implement at least the basic principles of performance management.  Good performance management includes the identification of goals, evaluation, feedback, and any necessary corrective actions to redirect activities back toward goals. Performance management can focus on organizations, groups, processes in the organization and employees.

  • Establish goals which are designed and worded to be Specific, Measurable, Acceptable to those working to achieve the goals, Realistic, Timely, Extending the capabilities of those working to achieve the goals, and Rewarding to them, as well. (An acronym for these criteria is "SMARTER".) 68

    Clearly convey how employee results contribute to organizational results.  Employees often feel strong fulfillment from realizing that they're actually making a difference. This realization often requires clear communication about organizational goals, employee progress toward those goals and celebration when the goals are met.

  • Celebrate achievements. This critical step is often forgotten. New managers and supervisors are often focused on a getting "a lot done". This usually means identifying and solving problems. Acknowledging and celebrating a solution to a problem can be every bit as important as the solution itself. Without ongoing acknowledgement of success, employees become frustrated, skeptical and even cynical about efforts in the organization.

  • Let employees hear from their customers (internal or external). Let employees hear customers proclaim the benefits of the efforts of the employee . For example, if the employee is working to keep internal computer systems running for other employees (internal customers) in the organization, then have other employees express their gratitude. If an employee is providing a product or service to external customers, then bring in a customer to express their appreciation directly to the employee.

  • Admit to yourself (and to an appropriate someone else) if you don't like an employee -- Managers and supervisors are people. It's not unusual to just not like someone who works for you. That someone could, for example, look like an uncle you don't like. In this case, admit to yourself that you don't like the employee. Then talk to someone else who is appropriate to hear about your distaste for the employee.  Indicate to the appropriate person you want to explore what it is that you don't like about the employee and would like to come to a clearer perception of how you can accomplish a positive working relationship with the employee. It often helps a great deal just to talk out loud about how you feel and get someone else's opinion about the situation. As noted above, if you continue to focus on what you see about employee performance, you'll go a long way toward ensuring that your treatment of employees remains fair and equitable.


Compassion Satisfaction/Fatigue Self-Test for Helpers - Adopted by B. Stamm and included in a chapter in C. R. Figley (Ed.) (in press), Treating Compassion Fatigue. Philadelphia: Brunner/Mazel.

Counselor Compassion Fatigue Scale assessment tool offered in Counselor® Magazine.

Compassion Fatigue test – test offered through America’s Continuing Education Network(ACE Network)/Florida State University Psychosocial Stress Research Program


Clinical Supervision in Alcohol and Drug Abuse Counseling:  Principles, Models, Methods – by David J. Powell

Documentation in Supervision:  The Focused Risk Management Supervision System (FoRMSS) – by Janet Elizabeth Falvey, Christine F. Caldwell & Carol R. Cohen

The Master’s of Success - ground-breaking interviews packed with inspiration and information by Ken Blanchard, Colleen Kettenhofen, Jack Canfield, and John Christensen

The Supervision Transition: An Employee Guide to Choosing and Moving into a Supervisory Position  - Paul Radde’s book found on NAADAC's Website which assists an employee with the decision to accept a supervisory position and outlines the necessary tools to smoothly switch into his or her new role. In addition, this book clarifies commonly held myths of the field and reinforces the realities of holding a supervisory position.

Burnout/Compassion Fatigue/Trauma

Compassion Fatigue:  Coping with Secondary Traumatic Stress Disorder in Those Who Treat the Traumatized – by Charles R. Figley offering a test to determine what degree you have been affected with burnout and compassion fatigue.

Treating Compassion Fatigue – edited by Charles R. Figley book (2002) offering a collaboration of contemporary views and findings in part one and treatment and prevention innovations in part two.

Additional references compiled by Charles R. Figley, Ph.D.

Psychological Trauma and Addiction Treatment – resource guide for addiction treatment clinicians and edited by Bruce Carruth, Ph.D.

The Resilient Practitioners:  Burnout Prevention and Self-Care Strategies for Counselors, Therapists, Teachers and Health Professionals – guide written by Thomas M. Skovholt.

Burnout – The Cost of Caring
– by Christina Maslach


The Spirituality of Imperfection, Storytelling and Journey to Wholeness – by Ernest Kurtz and Katherine Ketcham

Care of the Soul, A Guide for Cultivating Depth and Sacredness in Everyday Life – by Thomas More

Spirituality, Health and Wholeness: An Introductory Guide for HealthCare Professionals – by Siroj Sorajjakool and Henry Lamberton


Find books on management in the Resources for Managers section of this Web site

Management Help Library – free management library with comprehensive topic listing.


Chart Your Course, International - helps organizations design employee retention programs to recruit, manage, retain, and develop the best workforce available by providing cutting-edge strategies, assessments, consulting, resources, and training

Faces & Voices of Recovery – national organization of individuals and organizations supporting local, state, regional and national recovery advocacy.

National Center for PTSD – national organization which aims to advance the clinical care and social welfare of U.S. Veterans through research, education and training on PTSD and stress-related disorders.

Network for the Improvement of Addiction Treatment (NIATx™) – network working with addiction treatment providers to make more efficient use of their capacity and shares strategies for improving treatment access and retention

See additional listing of organizations in the Resources for Managers section of this Web site.

Other links

Harvard Business Review – Online access to the Harvard Business Review magazine

HealthLeader – online wellness magazine from the University of Texas Health Science Center at Houston.

National Drug Addiction Recovery Month – promotes benefits of alcohol an drug use disorder treatment and promotes message of recovery

Recovery Community Services Program – SAMHSA supported program where peer-to-peer recovery support services are provided

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