Wendy Quinn : Professional Supervision
Brief Biography/ Employment Summary
Wendy has a longstanding interest in vocation and enjoys assisting people as they seek to discover their true vocation and live lives of meaning, purpose, and value. She also facilitates forums, provides interactive workshops and gives public presentations on leadership, managing change, transformation, and governance.
Wendy is the Managing Director of WJ Quinn Consulting Pty. Ltd. This Company provides a range of consultancy services specialising in guiding transformational journeys, leadership, vocational coaching, and professional supervision.
Wendy is employed in a part-time (3 days per week) academic role at the University of Tasmania coordinating the Master of Leadership (Health & Human Services) and lecturing in leadership, change management and governance. She has been in this role since December 2011.
Having graduated from the Australian Institute of Company Directors in August 2013 Wendy has been serving as a non-executive Director on four Boards since 2012 including Uniting Age Well Victoria/Tasmania, The Hobart Women’s Shelter, The Hobart Clinic and Zonta International.
Prior to this stage of her career, Wendy was a member of the Tasmanian government senior executive service from 1999 to 2011. During that time she held various State Director positions, with responsibilities at different times for aged care, rehabilitation, community services, palliative care, rural health, disability, mental health, alcohol and drugs, and correctional health.
For ten years before this, Wendy managed a policy development unit and several multidisciplinary teams of health professionals providing aged care and rehabilitation services. She began her working life as an occupational therapist, spending 12 years in clinical positions in NSW and Tasmania.
Wendy’s roles over her extensive career in the Public Service have seen her manage services employing up to 1200 staff and budgets of up to $250 million, steer government service reform, implement new legislation, assist with coronial enquiries, set up new services, restructure existing services, form partnerships and manage contracts with private and non-government organisations, advise government ministers, mentor staff and support emerging leaders.
- Chartered Manager, Fellow of the Institute of Managers and Leaders (October 2018)
- Accredited Facilitator DISC Profile (April 2016)
- Certified Change Fitness Coach (May 2016)
- Open Space Technology Facilitator Training (September 2016)
- Accredited Practitioner MLQ Plus Transformational Leadership (Measured Leadership Qualities), May 2015
- Graduate of the Australian Institute of Company Directors, August 2013
- Master of Health Science, Developmental Disabilities, Sydney University, 2011
- Graduate Certificate, Australian Competent Manager Program, AIM & Deakin University, 1999
- State-wide Executive Development Program, Department of Health & Human Services, Tasmania, 1992–1993
- Bachelor of Applied Science Degree Completion Program (Occupational Therapy), Curtin University, WA, 1992 (four units completed)
- Diploma of Occupational Therapy, Cumberland College of Health Sciences, Sydney, 1975
- Chartered Fellow of Institute of Manages and Leaders
- Fellow of the Australasian College of Health Service Managers
- Associate Fellow of the Higher Education Academy
- Fellow of the Australian Institute of Company Directors
Areas of Expertise and Specialisation
- Transformational leadership
- Open Space Technology
- Leading & Managing Change
- Governance & Risk Management
- Professional Supervision
- Vocational Coaching
- Policy development and reform
- Organisational culture change
- Partnership development
- Strategic planning
- Project management
- Operational management
- Multidisciplinary teamwork
Supervision Model & Practice:
Wendy’s approach with Professional Supervision is to carefully listen to what the person wants to achieve in the first session and to allow plenty of time to get to know each other. There is also plenty of time for questions about the process.
Wendy make sure that the level of confidentiality is clear and agreed. Clients are encouraged to set some clear professional and personal goals in the form of a written learning contract following the initial session. These should relate to their specific job, professional practice and learning development, but might also relate to their broader life and career goals. These act as a back-drop for the individual supervision sessions with the client.
During the initial session it is clarified whether anyone else will have access to any of the information arising from the process. This is sometimes required where organisations are contracting for Supervision or professional bodies require verification of the process being undertaken. The nature of the communicated information will always be agreed with the supervisee prior to any communication with a third party.
Within each session Wendy will always open with a general question about how the supervisee is and how they would like to use the time within the session. Sometimes the nature of response in this introduction guides how the time needs to be spent but otherwise it is a quick way of checking the supervisee’s general mood and needs for the session. Near the beginning of each session Wendy will remind the supervisee of the set of Actions that were agreed at the end of the previous supervision session and/or the summary of the key topics that were covered. This acts as a prompt to revisit the actions for a progress update or to comment on how the discussion topic has been used since the last session.
Once the approximate agenda and the order of the items to discuss has been agreed, Wendy utilizes an active listening mode while the client talks through their issues. Wendy will ask clarifying questions and probe if more information is needed to properly understand what is being communicated. She provides summaries at key points regarding what is being heard to test understanding and refocus discussion. Once all the information is clear, Wendy might make some observations or ask some additional questions about possible approaches or actions that they might make. Sometimes suggestions will be made regarding a resource, an introduction to a person or a suggestion about an exercise that might be useful. Quite often a reflective question might arise. Occasionally Wendy will provide an observation about what she is hearing the supervisee say, or not say, or their emotional response to an issue. This might include reflection on previous actions or comments from earlier sessions. Wendy is open to conversations that move in the direction of reflection about the supervisee’s actions, behaviour and responses to situations and the insights that they might be gaining about these including implications for their future professional practice. She is seeking movement wherever possible in the direction of transformational learning. Opportunities for the supervisee to reflect on experiences in changes of thought, belief and behaviour are encouraged.
Wendy takes responsibility for managing the time and ensuring that the agreed issues have time to be explored as well as drawing conversations to a conclusion at appropriate points. Towards the end of each session Wendy draws attention to this and asks the client to form some agreed Actions for them to work on between sessions. These are recorded by Wendy on an A5 Index Card along with other prompting comments that enable capacity to recall the conversations.
The supervisee also keeps track of these actions as well although sometimes Wendy will forward a copy on request. Records are kept in a small Index Card Box and confidentially is maintained in a home office. Records will be destroyed following a period of 5 years after the supervision has ceased. Arrangements to destroy all of these records as part of winding up WJQuinjn Consulting have been made including upon death of the Supervisor.