The GROW Model for Coaching

 The single most important technique for executive coaching

The GROW model, developed by Sir John Whitmore, provides a frame-work for coaching. GROW has four stages: Goals, Reality, Options and Way forward. Responsibility for setting goals rests with the coachee. The coach works in a non-directive way, supporting and challenging.

GOALS

This focuses on the coachee’s aims and priorities. It sets the agenda for the coaching conversation. The coach should be flexible and prepared to explore, question and challenge. This is achieved with questioning and empathy. The outcome is a clear set of goals for the session and the overall coaching relationship.

Questions include:

•         What is your goal?

•         What are your priorities?

•         What are you trying to achieve?

•         How will you know when you have achieved it?

•         Is the goal specific and measurable?

•         How will you know when it has been achieved?

•         What will success look like?

REALITY

Explore the learner’s current position: the reality of their circumstances and their concerns relating to their goals. The coach needs to help the coachee analyze and understand the significant issues relating to their goal through intelligent questioning. The coach can also provide information and summarize the situation to clarify the reality.

Questions include:

•         Can you control the result? What don’t you have control over?

•         What are the milestones or key points to achieving goals?

•         Who is involved and what effect could they have?

•         What have you done so far and what are the results?

•         What are the major issues you are encountering?

OPTIONS

The coach helps the coachee to generate options, strategies and action plans for achieving goals. This can uncover new aspects of the individual’s current position with the result that discussion reverts back to the coachee’s reality. This is fine if it is productive or enlightening – the aim is to help the individual, not rigidly follow a process.

Questions include:

•         What options do you have? Which do you favour and why?

•         If you had unlimited resources, what options would you have?

•         Could you link your goal to another organizational issue?

•         What would be the perfect solution?

WAY FORWARD

Do not rush the final stage. The aim is to agree what needs to be done. It can help for the coachee to develop a practical plan to implement their option. The coach should be a sounding board, highlighting strengths and weaknesses, testing the approach and offering additional perspectives.

Questions include

•         What are you going to do – and when? Who needs to know? What support and resources do you need?

•         How will you overcome obstacles and ensure success?

Finally, the most effective plans incorporate a review and feedback process to check progress and provide motivation.