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Coaching using the G.R.O.W model

When leading a team, managers inevitably take on many roles; supervisor, teammate, counsellor, and of course employee themselves. Therefore, not only must they account to their manager and external stakeholders, but also ensure the productivity of their own team. To do this they must understand that managers don't just manage, they lead.

At Jeesal Group we are committed to developing our employees, and therefore have invested in using the G.R.O.W model to help coach our employees to success.


What is G.R.O.W?


The G.R.O.W model of coaching was developed by John Whitmore, a pioneer of coaching in the workplace. G.R.O.W focuses on unlocking potential in employees through the use of coaching conversations. These conversations centre around goal setting and overcoming challenges, therefore the employee is active in identifying problems and finding solutions.  Importantly, one of the key focusses of the G.R.O.W model is that it should help employees to learn, as opposed to teaching them.


The Grow Process


It's useful to think about the G.R.O.W process as a journey. Therefore, the start of the journey should be deciding where you want to be (the goal), identifying where you are (the current reality), exploring options (routes), and lastly deciding how you'll get there (avoiding obstacles).

  • GOALS - What are you trying to achieve?
  • REALITY - Where are we starting from? Likewise, what’s happening now?
  • OPTIONS - What alternatives are available to you?
  • WILL - What actions will we take?

Stage 1 - GOALS


The first step of the coaching conversation is to define the goal. This goal can be long-term (the end achievement) or alternatively a short-term goal (for individual sessions). Of course, any goal should be SMART: Specific, Measurable, Achievable, Realistic, Timely and you can use some questions to identify the goal:

  • How much do you want this to achieve the goal?
  • Why do you want to achieve it?
  • What will reaching the goal give you? How important is it to you?
  • What's it going to look like/feel like/be like when you've achieved this?
  • How will you know when you’ve achieved it?
  • What are your timescales? However, are they realistic? Are they stretching enough?


Stage 2 - REALITY


The second step is to identify the current situation, i.e define the problem! The coach's role at this stage is to encourage self-evaluation with the employee and as a result get them to identify the obstacles that have been holding them back. Some possible questions to ask are:

  • What have you done about the problem to date?
  • How do you feel about this current situation?
  • Have you ever faced anything like this before? What worked, and also what didn’t work?
  • What are the barriers in the way of your progress?


Stage 3 - OPTIONS


Stage 3 is to begin to generate some ideas on how to solve the problem. Start to brainstorm and come up with possible solutions, some key questions could be:

  • What options do you have?
  • What else could you do?
  • What would be the impact of each of these options?
  • What other options have you thought about?
  • What options have you not yet considered?


Stage 4 : WILL


Finally, the last step is to convert the option you chose into a plan of action. This is about the employee's motivation, i.e. their 'will' to follow the plan:

  • What are your next steps?
  • Will this ensure you achieve your goal?
  • What obstacles will you encounter? How will you overcome these?
  • What action will you take first, and when?
  • What support do you need?


Coaching is a collaborative relationship, so rather than jumping in to solve the problems of  employees, it encourages open conversations and therefore helps the employee find their own solutions.