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tan liong choon
Management Consultant, Singapore
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The GROW Model / Coaching Framework
There is a coaching model from partnership coaching, called "GROW" involving a set of exploring questions:
G - GOALS - what do we want to accomplish / discuss
R - REALITY - what is happening now
O - OPTIONS - what, why, what else...
W - WHAT'S NEXT - call to action.
It's a good framework to guide coach-coachee interactions.
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AUSSEMS Jean Jacques, Belgium
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The GROW Coaching Approach When I'm explaining coaching to my colleagues, I also often refer to the GROW model. Here is the idea:
G - GOALS - first of all you or ideally the coachee recaps the goals to be accomplished,
R - RESULTS - you then review where you are versus these goals, in other words what are the results so far.
O - OPTIONS - then it's time to discuss the options: what can you do to get back on track?, to solve this problem? And so on.
W - WILL - And finally where the coachee, help by the coach has decided for a specific option, you then discuss with him/her his will to do it. Are you committed to this option? Do you really believe in it? Are you sure it will help you...
Big advantage of this model is its simplicity.
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Trieu Le
Manager, Viet Nam
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Coaching Employees Using GROW Dear all, I like this Coaching center very much, especially this section on GROW Coaching. But I really have little experience about how to make good questions for my team members (coachees). Who can help me share some suitable sessions that can help me improve myself?
Thanks & best regards, Triều.
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Isaac Worthalter
Business Consultant, Mexico
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I-GROWL Modified for Mentoring Start with the I of ISSUE (Idea, Initiative) before the G of GOAL.
If there is a will, there is a way forward.
After all of the GROW stages, L for LEVERAGE: What resources do you need to accomplish that?
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Trieu Le
Manager, Viet Nam
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I Often Make the Mistake of Giving the Answer Thanks for all sharing but I usually make a mistake that I often give the answer or guidance when a coachee does/did not understand.
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Trieu Le
Manager, Viet Nam
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The GROW Coaching Approach Dear Jean Jacques, could you share about these questions how do you usually start a coaching session? How to let the coachee know they need this coach?
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Javier Elenes
Business Consultant, Mexico
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The ABC of Effective Coaching The ABC of Effective Coaching:
A: Ask a key question,
B: Be a sounding board,
C: Capitalize on the thinking process.
In short, enrich his/her own thinking process.
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Paramathmuni srinivas Kumar
India
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Coaching is a State of Consciousness Coaching starts with some acquired state of qualities and ends with the coachee having knowledge of spirit behind the activity or goal.
There is a process involved which deals with development at both the coach' side and the learner's side. There is a change process to develop this aspect of guidance which is internal first and the external aspects will follow once this internal state of guidance is developed. One needs to work on tendencies of physical, intellectual, negative emotions, positive emotions, consciousness and subconscious aspects of human personality before working on tendencies at guidance aspect of human personality.
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Jaap de Jonge
Editor, Netherlands
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Why you Should not Give the Answer to your Coachee @Trieu Le: This is a very common and understandable beginner mistake in coaching. It is typically caused by 2 major things:
1. Your desire to help your coachee, which is of course a positive, empathic thing by itself.
2. Your impatience to make a lot of progress quickly, also by itself positive.
I recommend from now on you should realize that in this way you are not really helping your coachee.
You have to coach them to look for and find the answers themselves, thus opening them up for true learning. Even if that takes considerably more time initially.
The extra time investment will be compensated a 1000 times if you get your coachees to start learning on her own.
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Joy S. Pillejera
Manager, Philippines
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GROW Model is Dynamic One of the very practical coaching models. Easy to follow goals and your results based on actions taken.
It's dynamic because you can adjust base on what is happening now while remaining focused on the goals set.
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Maurice Hogarth
Consultant, United Kingdom
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Reframe the Question But do not Explain It @Trieu Le: If a coachee "does not understand" the question you asked, reframe it, make it simpler but do not explain it.
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The (Participative) Manager |
The Coach |
| Planning |
Delegates to/establishes with the individual work/performance objectives. |
Asks questions to enable coachee to think through, clarify and prioritise their concerns/action options/plans. |
| Doing |
Monitors progress & controls (hand on steering wheel analogy: two handed tight grip to single hand fingers lightly on top of steering wheel) to ensure achievement of objectives. |
Will not have any involvement during the action stage. |
| Reviewing |
Reflects with subordinate on outcomes based on inputs. Provides feedback.
A Manager is required to be judgemental. |
Questions coachee to reflect, to assess their actions & results & decide on any further action'.
A coach must not be judgemental. |
The principles of coaching are: ask (open) questions and wait for answers; be non-judgemental (giving opinions, feedback etc., is judgemental.)
The big challenge is to prevent yourself from 'telling', advising. Remember, it is the coachee who is in charge, your role is to assist them by the questions you ask. Coaching is about aiding the coachee to do for them self. "Coach" derives from a more comfortable form of travel, as a coach your role is to enable the coachee to make their development journey more comfortable.
GROW is a good starting point when learning to coach. With experience and intuition, you will outgrow it.
Familiarise yourself with the other coaching models then, as you gain experience, construct your own set of frameworks to suit the coachee and/or their situation. Limiting oneself to one single (hopefully will fit all) model will reduce your effectiveness.
A useful session starter is to ask, "What would be the most useful question for you to answer right now?" Then WAIT for their answer, then ask them that question.
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Helen Strong
Business Consultant, South Africa
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Benefits of GROW and Other Models in Coaching You will have had a brief when you undertake the coaching. You need to understand why the issues are important; and how acquisition of information, insights, or skills will benefit the coachee. It als...
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George Kaimis
Manager, Cyprus
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Coaching Model I-GROWL @Isaac Worthalter: I agree with your extended version, it clarifies, complements and gives emphasis on action. How would you follow up?...
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Gregory Johnson
Coach, United States
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Coaching & GROW Model Require Listening The GROW Model appears to be a good model to give one a road map for engagement. HOWEVER, a BASIC practice in Coaching is learning to "Listen" and then "Hearing" what the clients is sharing with you a...
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Rob Thompson
Coach, United Kingdom
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Coaching Modalities May be Avoiding the Elephant in the Room... I'm doing some research currently about the identity of coaching in education (and beyond). In many interviews, coaching participants find the following question to be difficult: "Without talking abou...
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Joshua Murombo Chigwangwa
Project Manager, United Kingdom
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VTGROW Model for Coaching I have found it even more effective in using the VTGROW-approach in coaching:
V - Vision
T - Topic
G - Goals
R- Reality
O- Options
W - Will
By getting the coachee to focus on their Vision, it h...
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Dick Hannasch
United States
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5 Questions to Use in Coaching Rather than Give an Answer @Trieu Le: Here are things I teach to others to help them coach to search for answers before moving to offer answers:
1. What have you tried already?
2. What have you thought of trying but not yet t...
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Sreejith M
Business Consultant, Netherlands
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GROW is your Own Life Strategy Framework Adapted If you closely observe the GROW model it's founded on self-leadership.
If you have systemically analyzed the patterns of success in your own problem solving there should be a flavor of GROW beneath i...
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