{"id":96339,"date":"2023-03-15T15:48:00","date_gmt":"2023-03-15T19:48:00","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=96339"},"modified":"2023-03-23T10:47:27","modified_gmt":"2023-03-23T14:47:27","slug":"what-is-the-grow-model-in-coaching","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/what-is-the-grow-model-in-coaching\/","title":{"rendered":"What Is the GROW Model in Coaching & How Do You Use It?"},"content":{"rendered":"\n

What is the GROW model in coaching? When should you use it? What are the four stages of the GROW model?<\/p>\n\n\n\n

The GROW model in coaching was developed by Sir John Whitmore and his colleagues as a way to help employees set goals, maximize their potential, and improve performance. The GROW model has four stages and focuses on having the employee take ownership of their work to improve self-reliance.<\/p>\n\n\n\n

Read on to learn more about the GROW model in coaching and how to use it, according to Whitmore. <\/p>\n\n\n\n\n\n\n\n

Sir John Whitmore’s GROW Model<\/h2>\n\n\n\n

According to Sir John Whitmore’s book, Coaching for Performance<\/em>, you can help your coachee illuminate and achieve goals using the GROW model. But, what is the GROW model in coaching and how should you use it to get the best results? In this article, we’ll explore the answers to both of these questions.<\/p>\n\n\n\n

What Is the GROW Model in Coaching?<\/h3>\n\n\n\n

The GROW model in coaching is a framework performance consultant Sir John Whitmore and his colleagues developed in the late 1980s to help employees set goals, maximize their potential, and improve performance. <\/p>\n\n\n\n

The model has four stages: <\/p>\n\n\n\n

  1. Goal Setting<\/strong>. Identify your coachee\u2019s immediate and end goals.<\/li>
  2. Reality<\/strong>. Assess whether your coachee has chosen a realistic goal. <\/li>
  3. Options<\/strong>. Explore all possible actions the coachee could take to achieve their goal.<\/li>
  4. Will<\/strong>. Determine your coachee\u2019s determination to follow through on their goal by outlining specific steps, timeframes, and accountability frameworks for accomplishing it.<\/li><\/ol>\n\n\n\n

    (Shortform note: The CLEAR coaching model preceded Whitmore\u2019s GROW model and rests on the idea that managers should develop and guide workers<\/a>\u2014not just give directives. GROW takes the idea a step further, saying that managers and leaders should maximize employees\u2019 potential by giving them ownership of their work. Another difference between the models: CLEAR focuses on coachees\u2019 motivation and behavior, while GROW centers more on goal setting, making action plans, and reviewing goals<\/a>. CLEAR stands for Contract<\/strong> (define your coachee\u2019s work),  Listen<\/strong> to your coachee\u2019s feelings, Explore<\/strong> your coachee\u2019s beliefs and assumptions, Action<\/strong> (make a plan), and Review<\/strong> your coachee\u2019s progress.) <\/p>\n\n\n\n

    How Do You Use It? <\/h3>\n\n\n\n

    Now that we understand what the GROW model in coaching is, according to Whitmore’s definition, we’ll explain the four stages of the model by breaking them down into steps so that you can use them effectively in your next coaching session. <\/p>\n\n\n\n

    Step 1: Develop a Goal <\/h4>\n\n\n\n

    When using the GROW model in coaching, coaches and coachees should set two types of goals at the start of their session: a big-picture goal and performance goals. The first type of goal grounds and guides session, so you always know what you\u2019re aiming for and can stay on track. The second type allows you and your coachee to assess the progress they\u2019re making to achieve their broader goal. Goals should be realistic, specific, tied to a clear timeframe, measurable, and agreed upon<\/strong>.<\/p>\n\n\n\n

    (Shortform note: In Grit<\/em><\/a>, Angela Duckworth suggests a different way to think about and set goals: Frame goals as a multi-level hierarchy<\/a>. Low-level goals<\/a> are at the bottom and include daily actions like writing emails and going to meetings. These goals are a means to an end to achieve higher goals, like completing a work project. To determine each level of goals, continually ask yourself why you\u2019re doing each task you\u2019re doing and why you care about it. Each answer will send you to the next level until you have no answer. At that point\u2014when you want something just because you want it\u2014you\u2019ve reached your highest level goal, the one you\u2019ll dream about, fight for, and demonstrate grit to achieve.)<\/p>\n\n\n\n

    Step 2: Make the Goal Realistic <\/h4>\n\n\n\n

    Coaches and coachees must ensure that goals are realistic so they can reasonably be achieved when using the GROW model in coaching<\/strong>. To do this, be objective, emotionally disengaged, and use neutral language. This will prevent biases, judgments, and expectations from distorting your and your coachee\u2019s perception of what\u2019s realistic and their potential for success. For example, don\u2019t say, \u201cThis is a bad <\/strong>goal.\u201d Instead, try, \u201cI think this goal may not be as achievable as it could be because it\u2019s general. We can strengthen it by making it more specific.\u201d<\/p>\n\n\n\n

    (Shortform note: Not everyone agrees with setting realistic goals<\/a>. In Principles: Life and Work<\/em><\/a> Ray Dalio<\/a> recommends that you shoot for the stars<\/a> when setting goals. He says the only reason you think you can\u2019t achieve a goal is that what you know right now is limited<\/strong>. But when you start working to achieve your audacious goal, paths that you couldn\u2019t conceive of will present themselves to you. So, don\u2019t let fear of the unknown stop you from setting bold goals.)<\/p>\n\n\n\n

    Step 3: Explore Action Options <\/h4>\n\n\n\n

    Once your coachee has a goal, work with them to brainstorm all possible actions they can take to achieve it. Whitmore says you should focus on quantity, not practicality, of ideas to foster creativity. <\/strong>Welcome all ideas, no matter how small or seemingly silly. <\/p>\n\n\n\n

    (Shortform note: Experts recommend several visual brainstorming techniques<\/a> Whitmore doesn\u2019t, including mind mapping<\/a>, where you generate ideas without the constraints of structure or order using colorful visuals. Bubble maps are another option: Draw three rows of three circles. Write a problem you want to solve in the middle circle and fill surrounding bubbles with solutions. When all bubbles are full, move an idea from an outside bubble to the middle and begin again.)<\/p>\n\n\n\n

    Step 4: Determine Your Coachee\u2019s Will to Execute Their Goal<\/h4>\n\n\n\n

    According to the final stage of the coaching GROW model, you should assess your coachee\u2019s determination to achieve their goal to maximize their chances of attaining it. To do this, have them develop a plan with the following information:<\/p>\n\n\n\n