GROW | Coaching Skills

GROW is a proven framework for coaching and development discussions.

Originally developed by Sir John Whitmore, it provides a solid structure for conversations.

Start with a clear understanding of the goal, describe the reality, examine options and write down concrete actions.

By using the GROW methodology we can help others to create ideas and solutions for challenges at the workplace.

Basically, it is about four questions: Goal: where do you want to go? Reality: where are you today? Options: what can you do to reach your goals? Will: what will you do?

Model

4 Phases

GOAL

Purpose

Your co-worker develops a clear view on desired and realistic development goals.

Checkpoint

The goal is clear enough when you and you co-worker can write a few sentences with a simple description what to achieve.

Be aware

Gaining clarity on development goals might take some time. It is OK to work with a first proposal that can be defined more concretely over time.

REALITY

Purpose

Your co-worker develops a clear view on current strengths, weaknesses, and challenges.

Checkpoint

You and your co-worker can write down the key information needed to work on the goal in five points.

Be aware

Honesty and objectivity are important in the reality phase. Don’t sugar-coat the situation - you can help by asking the right questions, offering outside perspective and tools for self-reflection.

OPTIONS

Purpose

Your co-worker thinks outside the box and develops ideas for solutions and possibilities.

Checkpoint

Your co-worker can summarize the most attractive ideas in simple words to ensure that the ideas are concrete and tangible.

Be aware

The shift from problem-oriented thinking to solution oriented thinking might need some support from you. Bring in optimism, invite for ideation, make it light and easy.

WILL

Purpose

Your co-worker prioritizes ideas, makes them actionable and defines the first step.

Checkpoint

Your co-worker knows what to do and can write down a plan.

Be aware

If ideas are too generic, people have a hard time to act upon them. Support your co-worker in making it simple and actionable. It does not matter how big the first step is, it is important to make that step.

Question for the GOAL phase

When you think about your topic of today, what would you like to achieve until the end of our meeting?
Imagine we will sit here in a year from now, what would an ideal situation look like. Please describe it in detailed words.
If we push a magic button and we assume we have reached the goal: what would a good solution look like?
If we asked the smartest person you know, what would she advise us to do?
If your bring all of the possible development goals in order of importance for you, what would be on top?

Question for the REALITY phase

Which steps have you already taken to achieve your goal?
What is missing towards your goal?
If we asked another person what would she tell us about this topic?
What have you tried so far and what has worked / not worked out

Question for the OPTIONS phase

Brainstorming – no Yes, but … no inner critic: what are first ideas how to move on and solve it?
If anything is possible, what would you do?
Have you been in similar situations in the past - what can you use today that has worked then?
Do you know other people that have been in similar situations - what can you learn from them?
Who is the craziest person you know - what would she do?
Think about small steps to reach your goals - what comes to your mind?
Who might be able to support you?

Question for the WILL phase

Which option do you feel ready to act on?
Which option do you like most?
Can you bring your ideas from the OPTION phase in order of importance, how would your sort them?
What could a first step be?
Take the top idea, what are three concrete steps.
How will you know that you have achieved your goals?

Questions

Example

This example is about a person who wants to develop new skills for a new role. This is the example of Sebastian and how to use GROW for development discussions.

Sebastian is 26 years old, he has a diploma in business and is with the company for two years. He is motivated, intelligent, a quick learner and has a good expertise for his role. Now, Sebastian wants to enlarge his skill set beyond technical expertise. He would love to have more exposure towards clients, improve his relationship-building and communication. Sebastian has tons of ideas but is unsure what he really needs and wants to do. Sebastian meets his manager for a development dialogue.

Example

GOAL

What do you have in mind when you think about relationship-building and communication?
Can you write on sticky notes your ideas for development goals – a wild collection to begin with?
When you look at this collection of possible goals, where is your energy? What is most important?
Let’s take your most important goals and make them more concrete. Can you describe your behaviour in the future?
Put yourself in the shoes of your client: how would your client observe that you have reached your goal?

REALITY

On a scale from 0-10 how happy are you with your relationship and communication skills today?
You have rated a 5, so what works well today, already - what are strengths?
What would you need to do to get from a 5 to a 6?
If your client or a colleague would sit here and listen to you, what would the client or colleague say about your skills?
How could you make a difference in their eyes?

OPTIONS

When you summarize your findings: what are major strengths and development fields?
How could you leverage your strengths and make more out of this?
Let’s do a brain-writing about ideas how to work on your development fields?
Do you know persons that work on similar topics? Can you copy and paste something from them?
Do you want me to make proposals how to work on your development topics?

WILL

OK, let’s take 3 ideas. I suggest you go with the flow and select what you like best.
I propose you make a plan: please note concrete steps with a time-line.
Can you anticipate challenges or tumbling stones that can get in your way? What would you need to do in this case?
Sometimes it is helpful for people in development to have check-in’s - would it be help you to set reminders?

Let's go to work and start the exercise.

Exercise

1

Prepare

As coach prepare your questions.

As coachee prepare your case.

2

Practice

Run coaching sessions:

1. Coachee: explain your case. (5 Min)

2. Coach: lead the conversation using GROW. Help your colleague to gain clarity. (30 Min)

3

Reflect

Reflect how well GROW was applied.

1. Coachee: please provide feedback to your coach - what was helpful - what can be improved.

Coach: reflect your learnings using GROW.

DOWNLOAD

For a more detailed description download the pdf document.

PDF

We work in groups of 3. There are three roles: Coach uses GROW, coachee brings a case, observer can provide feedback after the session. Timing: 30 minutes per person for all three steps. You might not get through all the four GROW phases - go as long as you can.