GROW MODEL

G Goal Setting – Short and long term;

R Reality checking to explore the

Current situation;

O Options and alternative strategies

or courses of actions;

W What is to be done, When, by Who

& the Will to do it.

A key role of any leader is to coach team members to achieve their best. As a coach,
you will typically help your team members to solve problems, make better decisions,
learn new skills or otherwise progress in their role or career.

If you arm yourself with some proven techniques, find opportunities to practice and
learn to trust your instincts, you can become a better coach, and so enhance your
coachee and your team's performance.

One proven approach that helps with this is the GROW model. GROW is an
acronym standing for Goal – Current Reality – Options – Will. The model is a simple
yet powerful framework for structuring a coaching session.

By working through the four steps, the GROW Model raises an individual’s
awareness of their own aspirations, a greater understanding of their current situation,
the possibilities open to them, and the actions they could take to achieve their
personal and professional goals. By setting SMART goals, the GROW Model
successfully promotes confidence and self-motivation, leading to increased
productivity and personal satisfaction.

A useful metaphor for the GROW model is the plan you might make for an important
journey. First, you start with a map: With this, you help your coachee decide where
they are going (their Goal) and establish where they currently are (their Current
Reality). Then you explore various ways (the Options) of making the journey. In the
final step, establishing the Will, you ensure your coachee is committed to making the
journey and is prepared for the conditions and obstacles they may meet on their
way.

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YOUR ROLE AS A COACH

In its traditional application, the coach can use the GROW model as an objective
facilitator, helping the coachee select the best options and not offering advice or
direction.

However, when a leader coaches his or her team members, other dynamics are in
play: As a leader you will usually have some expert knowledge to offer and it's your
job to guide the selection of options which are best for your organization, and veto
options that are harmful.

HOW TO USE THE TOOL

Use the following steps to structure a coaching session:

Step 1: Establish the Goal

 Identifies and clarifies the type of goal through an understanding of ultimate

goals, performance goals and progress goals along the way.

 Provides understanding of principal aims and aspirations.

 Clarifies the desired result from the session.

Define and agree the goal or outcome to be achieved. You should help your
coachee define a goal that is specific, measurable and realistic (SMART).

 In doing this, it is useful to ask questions like:

 How will you know that you have achieved that goal?

 How will you know the problem is solved?

Step 2: Examine Current Reality

 Assesses the current situation in terms of the action taken so far.

 Clarifies the results and effects of previously taken actions.

 Provides understanding of internal obstacles and blocks currently preventing

or limiting advancement.

Ask your coachee to describe their Current Reality. This is a very important
step: Too often, people try to solve a problem without fully considering their
starting point, and often they are missing some of the information they need to
solve the problem effectively.

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  As your coachee tells you about his or her Current Reality, the
solution may start to emerge. Useful coaching questions include:

 What is happening now?

 What, who, when, how often?

 What is the effect or result of that?

Step 3: Explore the Options

 Identifies the possibilities and alternatives.

 Outlines and questions a variety of strategies for progression.

Once you and your coachee have explored the Current Reality, it's time to
explore what is possible – meaning, all the many possible options you have
for solving the problem. Help your coachee generate as many good options
as possible, and discuss these.
 By all means, offer your own suggestions. But let your coachee offer
his or hers first, and let him or her do most of the talking. Typical
questions used to establish the options are:

 What else could you do?

 What if this or that constraint were removed?

 What are the benefits and downsides of each option?

 What factors will you use to weigh up the options?

Step 4: Establish the Will

 Provides understanding of what has been learned and what can be changed
to achieve the initial goals.

 Creates summary and plan of action for implementation of the identified steps.

 Outlines possible future obstacles.

 Considers the continued achievement of the goals, and the support and
development that may be required.

 Estimates the certainty of commitment to the agreed actions.

 Highlights how accountability and achievement of the goals will be ensured.

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 By examining Current Reality and exploring the Options, your coachee will
now have a good idea of how he or she can achieve their Goal. That's great –
but in itself, this may not be enough! So your final step as coach is to get your
coachee to commit to specific action. In so doing, you will help your coachee
establish his or her will and motivation.

 Useful questions to ask:

 So what will you do now and when?

 What could stop you moving forward?

 And how will you overcome it?

 Will this address your goal?

 How likely is this option to succeed?

 What else will you do?

ASK GREAT QUESTIONS AND LISTEN WELL

The two most important skills for a coach are the ability to ask good questions, and
effective listening.

The implementation of the GROW Model by using carefully structured questions

promotes a deeper awareness and responsibility, and encourages proactive
behavior, as well as resulting in practical techniques to accomplish goals and
overcome obstacles. Don't ask closed questions: "Did that cause a problem?" Do
ask open ones: "What affect did that have?" Be prepared with a list of questions to
for each stage of the GROW process.

Listen well and let your coachee do most of the talking. Remember that silence is
valuable thinking time: You don't always have to fill silence with the next question.

The use of continuous and progressive coaching support provides the structure
which ultimately helps to unlock an individual’s true potential by increasing
confidence and motivation, leading to both short and long term benefits. The
implementation of the GROW Model has been seen to yield higher productivity,
improved communication, better interpersonal relationships and a better quality
working environment.

Additional Reading/References

Coaching For Performance, John Whitmore, 2009

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