Coaching is a cyclical process of elevating the other persons’ awareness of what is really going on, guiding them to select responsibility for the actions they will take to achieve their objective and supporting them to evaluate the performance.
Coaching with teams develops the opportunity for organisational impact and performance.
The GROW model is a tool that can be used in many different mentoring/coaching ways and is a productive technique often employed by both new and experienced career coaches. However, the successful application of the tool depends upon several factors, including dynamic, flexible use of its key features as well as effective questioning techniques. The GROW model can also be viewed as “techniques” or “approaches” or a framework around which future tools can be developed.
The GROW model was developed by John Whitmore in his book “Coaching for Performance.” GROW is an acronym based on the following key coaching phases:
Firstly, a session must have a goal or an objective to be achieved. The goal should be specific and it must be measurable if it is to be measured and achieved. So, having identified the goals, some simple questions like “What would you like to achieve in this area?” are useful starting points. It is very important that the goals are stated in a positive manner e.g. ‘I would like to achieve……..’ as opposed to ‘I must not fail………’. The objective of the special coaching session should also be discussed.
Knowing what you would like to achieve will largely depend on knowing where you are starting from. i.e – the present situation. This is often a key starting point and once this is known, the resolution becomes clear and straightforward.
It may be necessary to review the original goal and discuss – ‘given the current reality how challenging/realistic are these goals?’
Once you know where you are and where you want to go, the next phase is to describe what alternatives you have for achieving your goals. A useful analogy for GROW is a geographic map: once you know where you are going (the goal or objective) and where you are (current situation), you can explore possible methods of making the journey (options) and choose the best one.
Once lists of potential solutions and options have been generated, then the benefits and costs of each option can be considered. Suggestions from a coach should be considered as possible solutions only – not the answers. The solutions must come from the participant and not the coach.
The purpose of this phase is to convert a discussion into a decision. You must also have the motivation or will to make the journey. The “W” is often taken to mean a number of other elements of a session, all of which are important. Myles Downey in his book “Effective Coaching” recommends it stands for “Wrap-up”; others have it standing for What, Where, Why, When and How. But whatever is emphasised, the desired result from this stage is a commitment to action.
This model is not linear – you may find that you go back and forth between the stages e.g. you may only be able to define a vague objective until you have examined the reality in more detail. You may then need to move back and define the goal much more precisely before moving forward again. When listing the alternatives it will be necessary to check back to see if each of them, would in fact, move you towards your goal. Finally, before the ‘what and when’ are set in concrete, it is crucial to make a final review and check to see if it meets the goal.
Please contact us if you need more details on how our expert team can assist you with training and applying the GROW model for coaching your team.
Attending our Public classroom physically or joining the team virtually from anywhere, according to the training calendar.
A flexible self-paced training for busy people along with our support by a dedicated coach, to solve the disadvantage of one-way online training