Quick Coach: A Coaching Model to GROW Performance

A Coaching Model: How to GROW Performance
Sharon Feltham, Excellerate

The G.R.O.W. coaching model is probably one of the most well-known and easy to use models in coaching. Developed by Graham Alexander and championed by Sir John Whitmore it has been used extensively around the world. It is most often represented in a cyclical format but in reality the coaching process is not so rigid. Often we can find ourselves moving backwards and forwards across the four areas

Whitmore based his G.R.O.W. model on the coaching practices of Timothy Gallwey (author of The Inner Game of Tennis, The Inner Game of Golf and Inner Skiing). Gallwey's premise was:

"...if a coach can help a player to remove or reduce the internal obstacles to their performance, an unexpected natural ability will flow forth without the need for much technical input from the coach"

The Underlying Principles

Gallwey discovered that by looking at a player's inner habits to improve thier game the same approach could also revolutionise performance in the boardroom. "Compared with the thing inside that makes them wonderful," he says, "the fact that they can hit a backhand or run a business is rather trivial".

When you enable people to discover "what makes them wonderful" they won't spend all their time at work justifying themselves. Individuals who are sufficiently secure don't need to prove themselves or put down others' ideas. Even if they have a good idea themselves, they're comfortable with someone else having the same idea. Gallwey cautions however : “we need to avoid delving into "therapy and spirituality" in the workplace. It's not good for people to become too "inner" at work, "or they won't be able to find their cars in the car parks".

The GROW Coaching Model

Included are examples of questions you can use at each stage. Don't limit yourself to these. Find questions that work for you and the person you're coaching.

G = Goals What is your goal?

Questions you could use: What do you want to accomplish? What are you trying to do? How do you know this goal is worth achieving? How will you (and I) know when you have achieved it? How will you know when you have reached the result you want?

R = Reality What is the reality of the situation?

Questions you could use: What is really going on, as you see it? How do you know this is accurate? What's happening now? Where do you find yourself at this time? What solutions have you tried? What worked? What didn't?

O = Options What are your options?

Questions you could use: What alternatives do you have now? What are the possibilities in front of you? Which choices do you have at this time? What have you seen work in similar situations? If constraints were removed what would you do? What else do you need to consider? Who might be able to help?

W = Wrap Up What are you willing to do?

Questions you could use: What can you do now? What are your next steps? What will it cost you if you don't take action? What might get in the way? Who needs to know? What support do you need and from whom? How much are you likely to pursue the direction you're targeting? What will it take to get moving towards your goal?

G.R.O.W Model John Whitmore's Coaching for Performance 1996

Tips for Using the GROW Model

• Use more 'ask' than 'tell'; elicit ideas from your coachee
• Think creatively - not just systematically, invite radical ideas, particularly in the Options and Wrap-up steps
• Illustrate, and check understanding, throughout by using specific examples - from your own and the coachee's experiences

Pitfalls to Avoid

Don't Rush. Avoid skipping too quickly through the stages as this can result in:

• A lack of full understanding of the performance gap between the current situation and the desired outcomes.
  
• Accepting goals too readily without checking the validity of the reasons behind achieving the goals 
  
• Insufficient exploration of Options which could limit thinking and result in the recycling of the same old ideas.
  
• Insufficient checking of the motivation of the employee to commit to the actions
  
• Discussing how you (as their leader) will provide ongoing support.

How to Work with This

Familiarise yourself with the GROW model first by taking yourself through the process.

Use the questions to test your own thinking and record others as they occur to you.

You could also work through the model with a colleague or friend to build your confidence