IJSP Number 4, 2022

33 identify with the supervisor; the supervisee wants to be like the supervisor but also “envies” the latter, because one is aware that there is “much more” to be done until one can become a supervisor. We recommend, in training programs, for these painful situations to be avoided by emphasizing the importance of personal therapeutic style, by cultivating the supervisee’ self -confidence. At the beginning of the supervision stage, for example, one can present the cycle of competencies gained during training: • the supervisor as a model - each supervisee chooses the supervisor and sees the latter as a role model; • for a period of time the supervisor, as a model, contributes to shaping the therapeutic style of the supervisee; in the meetings with the supervisor the manner and way of working as a therapist is observed and analyzed by the supervisor (if the supervisor practices role play exercises – the therapist keeps one’s role the supervisor becomes the client); • as the therapist’s style takes on shape, even if it initially resemble s the supervisor’s style, over time the characteristics of the supervisee’s style become clearer; • at the end of the supervision period, the supervisee perceives the supervisor as a colleague, the supervision relationship tends towards mutuality; “professional envy” is at low or non -existent level. The supervisee is satisfied with oneself, with the quality of the services offered, with what one offers to the clients in the office, the fantasies of envy towards the supervisor are no more . During my practice as a supervisor I have encountered a low-level reactivation of the supervisee’s envy when the supervisee’s were asked to participate in live supervision via zoom. The results of this study were presented at the SEPI 38th Annual Meeting, in Lausanne Switzerland, from April 21-24, 2022 and at the International Conference “Supervision in psychotherapy”, 4 th edition, held online in June 10-12, 2022. “During the experience I had as a supervisee, I noticed certain moments that often put me in difficulty, in order to later bring me real benefits. These included: - situations in which, instead of looking at the supervisor as an ally, I looked at her as a competitor: in those moments, I felt a slight envy and frustration for the fact that, due to lack of experience, I could not find the solutions on my own, solutions which the supervisor presented to me, which fuelled my performance anxiety. However, noticing that the other supervisor made similar remarks to the other colleagues when necessary, these thoughts disappeared; - the moments when, unconsciously, I tended to compete not with the supervisor, but with the other colleagues, in order to benefit from more attention from the supervisor. This impediment was present especially at the beginning of the supervision, because along the way, attending various interventions of the supervisor in different cases, presented by other colleagues, I realized that we are all treated in the same way and that no one is favoured ”. “What if I can't handle it?”, “What will she think of me?”, “What if she will be better than me and my client would decided to go to therapy with her?” All these