The study aims to investigate how independent management consultants experience the differences between supervision, mentoring and coaching and how they employ these approaches in their professional development. It also aims to find out how mentoring, coaching and supervision could be conceptualized in a strategy for independent management consultants’ professional development. The paper is based on independent management consultants’ accounts of lived experiences in supervision, coaching and mentoring. The empirical material constitutes 7 narrative interviews and informational materials on coaching and supervision received from some of the interviewees on occasions irrelevant to the study
