GROW Model for Coaching

The GROW model is a simple but effective development coaching framework.  With it, you can help employees set their own goals and commit themselves to an action plan instead of doing it for them. Developed in the early 1990s and often credited to Sir John Whitmore, the framework has become very popular among professional coaches and managerial coaches.

The clever acronym represents a process built on a strategy formulation method. A key feature of the method is that the coach doesn't tell or advise the employee. Instead the coach asks questions to help the employee think through their hopes and challenges and set meaningful development goals. 

G = Goal

Strategy formulation asks "where do we want to be, what do we want to achieve". The coach asks the employee "What is your goal?" Not so fast. If you just blurt that out, you're likely to get a confused look back from the employee. Ask questions to help the employee decide on a meaningful goal for themselves. A few examples:

• What would you like to achieve long term? Medium term? Short term?
• What would you like to see happening that is not happening now?
• What is happening now that you would like to stop?
• What value would that bring you? What will your life be like when you’ve achieved this? What would you like to see/hear/feel? 
• By when do you want to achieve it?
• How realistic is that?
• How does this challenge you? How do you feel about this challenge? What would be some milestones toward this goal?
• How will you know when you are achieving it? How could you measure it?

R = Reality

This is equivalent to the strategy formulation question "where are we now?" Here, you are asking "What is your current reality?" - questions to help the employee to examine their current situation and the reasons for it. Help them identify the obstacles and realistically judge the size of the gap to their goal. This helps them later to come up with a realistic action plan to get there. It also gives them a chance to air their doubts and concerns.

Ask questions like these:

• Where are you now? 
• What is happening now? 
• How do you know? What evidence do you have? 
• How do you feel about the current situation? 
• What other factors are relevant? 
• Who else is involved? What is the effect on them?
• What is their perception? How do they feel? What is their interest? 
• What happens in this situation?
• What have you tried so far? What results did you get?
• What have you not tried yet?
• What is holding you back?
• What do you think might be going on under the surface?

O = Options

Next, turn the conversation toward solutions. What are their options for closing the gap from the current reality to the goal? There are two pitfalls here. One is that people tend to think of only one option. That may not be the best option. Or they may spend all their time explaining why the option will never work. Gently nudge the employee to visualize multiple paths toward their goal and get them on paper. The second pitfall is that you will be itching to suggest solutions. You may even disguise your suggestions as questions. Let them do it so they can "GROW". If they're really stuck, or if you see a clear path they truly can't, then you can ask permission to make a suggestion.

• What could you do to change this situation?
• What else could you do?
• What possibilities are there, even if they are remote or wild ideas?
• What would you do if money/fear/time/rules/other people etc were not an issue? Who could help?
• What resources could help?
• Would you like a suggestion from me? (last resort!)
• Which options do you like most?
• What are the costs/benefits of each option?
• Would you like to choose an option to act upon?
• What option(s) do you choose?

W = Way Forward

Now that the options have been identified and weighed, it's time for the employee to choose their Way Forward. Here you ask questions to help them formulate a plan and commit to it.

• How does it meet your goal?
• What are your criteria for success?
• When are you going to start/reach first milestone/next milestone/finish? What could get in your way? How will you handle it? 
• Whose help do you need/what help do you need from them? How will you get it? How can I support you?
• On a scale of 1 to 10, how committed are you? What do you need to make it a 10?

The GROW Model in Practice

Getting into the habit of asking questions as a way to help people rather than lecturing, offering unwelcome advice, actually helps improve relationships. The method works not just with employees, but with older children (teaches them to set goals!) with your spouse (who is probably tired of you giving them advice) and with those friends who keep asking your advice but never take it. 

You can also use the GROW model with yourself, or ask a trusted friend to walk you through it so you can set your own goals and GROW.