Drawing on her own research, Sue Copeland explores both counselling and supervision cultures and their fit with various organisational cultures. The dilemmas that often arise from a clash between differing cultural norms are discussed in relation to the supervisory process. From securing a supervisory position, contracting for the work, reporting back to the organisation, assessing the work and ending the relationship, through to an in-depth consideration of the supervisory work embedded in a good working relationship, her model provides a blueprint for the supervisory process. The model described in brings together the cultures of counselling and supervision and their relation to organisational cultures. It will provide a unique resource for counsellors, trainee and professional counselling supervisors and their line managers.