Unlock People Using the GROW Model
Coaching is harder when the coach is the boss. Open listening, courageous honesty, and not fixing are rare in conversations when one person has organizational authority.
Use the GROW model:
Frameworks provide clarity, consistency, and confidence in coaching relationships. Use four questions that align with the GROW model.
G – Goal: What do you want to achieve?
Define the desired outcome. Ensure the goal is clear, achievable, and relevant.
R – Reality: Where are you now?
Discuss the current situation, challenges, and resources.
Add this additional question, what are the potential obstacles? Identify obstacles and gaps between where they are and where they want to be.
O – Options: What could you do?
Create multiple solutions. Encourage creative thinking.
W – Way Forward: What will you do next?
Select the best option and create an action plan.
Set timelines, define next steps, and establish accountability.
Anticipate 10 challenges when coaching employees:
- Time pressure and deadlines.
- Navigating confidentiality and organizational interests.
- Honesty and candor.
- Goals that are set by top management, not the coachee.
- Curiosity is manipulation when managers ask leading questions.
- Discomfort with the supportive spirit of coaching and expecting results at the same time.
- Listening feels burdensome to managers who typically give directions.
- Employees look to managers for answers. “Just tell me what to do.”
- Impatient managers who know how to do their team member’s job.
- Lack of training for managers.
Coaching – as a management style – enables managers to solve problems, enhance engagement, fuel performance, and increase enjoyment in ways that connect with today’s workforce.
The GROW model was developed in the 1980s by Graeme Alexander and Sir John Whitmore. Read, “Coaching for Performance.“
What are some keys to successful coaching between managers and employees?
Coaching often involves helping people develop the skills and motivation to succeed to the current environment. So you might use the GROW acronym to focus on these topics.
–Greater Clarity (increase awareness)
–Realistic goals and plan
–Obstacles-what is holding the person back
–When to begin and complete the task
Context matters in coaching. The direction doesn’t change. You’re working to help people flourish. The method does.
90% of the time my coaching conversations begin with a question like, “What could we focus on today that will help you get where you want to go?” or “What would you love to take away from our conversation today?”
After the open, my method adapts to suit the situation. Sometimes it’s operational. Other times it’s personal development. And other times it’s problem solving.
Can I change W.
What skills and motivation will they need to be successful.
Thanks for introducing me to this great resource!
You gotta love simplicity. I believe the framework began as the 7s model and they simplified it to GROW. Beautiful!
If you could get it to ROW it would be even more elegant.