GROW Coaching Model Framework In The Workplace

Business leaders are responsible for coaching the workforce to perform to the best of their ability.

By doing so, they can help employees to make informed decisions, solve problems, acquire new skills, and pursue career development opportunities.

The benefits of coaching are well documented. According to the Institute of Coaching, 80% of people receiving coaching support feel more self-confident, while more than 70% report improvements in work performance, working relationships and team communication.

Whether you are new to business leadership or an experienced coach or manager, you can apply the principles of the GROW coaching model to improve your mentoring, coaching and leadership skills.

Read on to learn more about the GROW coaching model and how to use it in the workplace.

What is the GROW coaching model?

GROW is an acronym for:

• Goal
• Current Reality
• Obstacles (or Options)
• Way forward (or Will)

Alan Fine, Graham Alexander, and Sir John Whitmore created the GROW coaching model during the mid-to-late 1980s.

Considered one of the most influential coaching models in the world, the GROW coaching model continues to be used in the modern workplace.

The GROW model can be used to underpin coaching sessions, conversations, meetings or projects through the use of the following questions:

• What do we want to achieve by the end of the coaching session or conversation?

• What is the current state? What is happening now? What resources are available, and what do we need to achieve our end goal?

• What actions can we commit to? Who will carry out these actions? What achievable timescales can we set for these actions?

• What ideas do we have that will help us to reach our goal?

Why is the GROW coaching model important?

The GROW coaching model is one of the world’s most popular tools in business coaching, management development and objective setting.

It is a simple, flexible and effective resource for business leaders, which coaches can use in various situations. It is proven to help engage people, inspire improved performance and boost productivity.

The GROW coaching method helps the employee to take responsibility for meeting their goals while still receiving support from their team leader or manager.

The coach asks questions designed to help the employee identify their shortcomings and develop solutions for addressing these issues, thus improving engagement.

The method helps empower the person being coached to make changes and solve problems confidently. Coaches can use it in a variety of contexts, from informal chats and video calls to formal mid-year performance review meetings.

What are the stages of the GROW coaching model?

Stage 1: Goals

The first step is to establish the desired outcome of the coaching session. Goals must always be SMART - Specific, Measurable, Achievable, Realistic and Time-bound.

It is important to outline the relevant key performance indicators (KPI) that will be used to track progress against the agreed goals. This helps both the coach and the team member to know when the goal has been achieved and the overarching issue or problem has been resolved.

Coaches must also consider whether the agreed goals are relevant to team and company objectives and the employee’s individual career aspirations.

Stage 2: Reality

Next, the coach should ask the employee to describe the current situation.

It is essential that the coach uses active listening skills and takes the time to understand the employee’s perspective of the starting point.

For this stage to be successful, the coach should use questions such as:

• What is currently happening? Who is involved? What is the outcome? How often does this happen?

• Have you already taken steps toward resolving the issue? What have you tried? What was the outcome? What could we do differently?

• Will this new goal impact any previously agreed team or individual objectives?

Stage 3: Options

After the current state has been discussed and noted, the next step is to work out what is possible for the future. This means considering all of the possible steps that can be taken to meet the agreed objective.

The coach and employee should work together to list as many potentially effective options as possible. Once these have been noted, discuss the pros and cons of each to help decide on the most appropriate course of action.

Sometimes, the coach may wish to put forward their own suggestions. However, letting the employee speak up first can be an excellent way to help them take ownership of the project or goal.

Asking questions to guide them can be effective, for example:

• What would the advantages and disadvantages be if we opted for option B?

• What parts of your workload could be removed to help you achieve this goal?

• Do you foresee any obstacles in reaching this goal? What could I do to remove these barriers?

Stage 4: Will

After you have explored the current situation and discussed the potential solutions to the problem, the employee should be in a good position to start working toward the agreed outcome.

However, it is crucial to establish their will to commit to the agreed actions at this stage. Coaches should consider asking the following questions:

• What will you do first, and when?

• What barriers could stop you from moving forward? How will you overcome any obstacles? What can I do to help?

• How will you stay focused and motivated to achieve your end goal?

• When would you like to meet to review your progress? Would you like to meet daily, weekly or monthly, and would you prefer a telephone call or a face-to-face meeting?

During Stage 4, setting an initial review date is important to check on the employee’s progress.

This will help to provide the employee with accountability for their actions and allows the opportunity to change the course of action if the agreed plan isn’t working.

How to apply the GROW coaching model in the workplace

Organizations should view workplace coaching as a valuable investment. According to an ICF Global Coaching Study, 86% of companies that could calculate their return on investment (ROI) confirmed they recouped at least the value of their initial investment.

Here is an example of a situation when you might apply the GROW model to a coaching conversation in the workplace.

Example:

You meet with James for their annual performance review. During the meeting, James indicates that they would be interested in being put forward for a promotion to a team leader role.

James has worked in their existing role for 18 months so far. After discussing the situation with James, you agree that a realistic timescale for the promotion is two years.

Establish a Meaningful Goal

James’ goal of becoming a team leader is SMART - they have decided that they want to move into a team leader role within two years (specific, measurable).

They already have 18 months experience in their current role, which means the goal is achievable. It is also realistic and relevant to their career plan and time-bound (to be achieved within two years).

Discuss the Current Reality

As part of the conversation, you discuss the current situation. James is working as an administrator in a busy customer service role.

They have gained other valuable experience during the past 18 months and understand the job role and team goals well.

You ask James what skills and knowledge they need to acquire before moving into the team leader role.

Explore the Options

James suggests that gaining more experience dealing with difficult customers and resolving complaints would be helpful. They also say they would like to gain exposure to managing employee attendance and resolving performance issues.

You remind James that they will need to maintain their current level of performance to be considered for a team leader role in the future.

You suggest that they could be responsible for leading the team through an upcoming period of minor change, which involves changes to the rota and working pattern.

Establish the Will

You explain that you will continue to offer management guidance and support throughout the project but will allow James to use their initiative in the first instance.

The project is expected to take approximately six months. At the end of the project, you will discuss further opportunities for development with James, provided the project reaches a satisfactory conclusion.

You agree to meet with the team to explain the plan and will formally review progress in one month.

After the meeting, you email James a summary of the discussions and key action points. You also remind them of the date and time of the first review and explain what they should do if they have any issues.

Final thoughts

Effective workplace coaching helps to improve two-way communication in the workplace.

The GROW model can be used to establish areas for improvement, set goals, and develop future performance.

It is helpful as an informal tool but also offers benefits when used as part of the formal performance management cycle.

Using GROW questions helps to boost employee motivation by empowering them to take ownership of their goals.

It also provides a formal framework for coaching conversations, making it easier to offer effective coaching in the workplace.

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