The GROW model is one of the most widely used coaching models in the world today, with applications in both personal and professional contexts. It has become a popular tool for coaches, consultants, and business leaders looking to help their clients achieve their goals and unlock their full potential.

The history of the GROW model dates back to the 1980s when it was developed by Sir John Whitmore, Graham Alexander, and Alan Fine. Whitmore was a successful businessman and racing car driver who had become interested in coaching as a way to help others achieve their goals. Alexander and Fine were both experienced coaches who had worked with a wide range of clients.

Together, the three men developed the GROW model as a framework for coaching conversations. The model was designed to be simple and intuitive, with four key steps that could be applied to a wide range of coaching situations.

The four steps of the GROW model are:

1. Goal – Define the goal or objective that the client wants to achieve. This step involves clarifying the desired outcome and setting specific, measurable, and achievable goals (see SMART objectives)
2. Reality – Assess the client’s current reality or situation. This step involves examining the current circumstances, resources, and challenges that the client faces.
3. Options – Identify the options or strategies that the client can use to achieve their goal. This step involves brainstorming and exploring different approaches and selecting the most appropriate strategy.
4. Will/Way Forward – Develop a plan of action to move forward. This step involves committing to specific actions, setting deadlines, and monitoring progress.

Over the years, the GROW model has become a widely recognized and respected coaching framework, with applications in a variety of contexts. It has been used in executive coaching, life coaching, career coaching, and more, and has been adapted and modified to meet the unique needs of different clients.

One of the reasons for the model’s popularity is its simplicity and flexibility. The four steps are easy to understand and apply and can be adapted to a wide range of coaching situations. Additionally, the model is highly effective in helping clients identify their goals, assess their current situation, and develop a plan of action to move forward.

Here is a breakdown of each stage of the GROW model, along with some tips on how to apply it in your coaching practice:

Goal

The first stage of the GROW model is to clarify the client’s goal. In this stage, you will help your client define what they want to achieve and set a specific target that they can work towards. It’s important to encourage your client to set a goal that is specific, measurable, achievable, relevant, and time-bound (SMART) to help ensure that it is attainable and can be tracked effectively. You can use open-ended questions to help the client explore their goal in detail, such as “What do you want to achieve?” or “What outcome are you hoping for?”

During this stage, it’s also helpful to encourage the client to think about how their goal aligns with their values and priorities. This will help ensure that their goal is meaningful and motivating for them. You can ask questions such as “Why is this goal important to you?” or “How does achieving this goal align with your values?”

Once the client has established their goal, you can help them set a specific target and establish a timeline for achieving it. This will help create a sense of urgency and focus for the coaching sessions. You can ask questions such as “When would you like to achieve this goal?” or “What is your target date for achieving this goal?”

Tips:

• Ask open-ended questions to help the client explore their goal in detail
• Encourage the client to be specific and concrete about what they want to achieve
• Help the client identify how their goal aligns with their values and priorities

Reality

The second stage of the GROW model is to help the client assess their current reality. In this stage, you will help the client explore their current situation and identify any obstacles or challenges that might prevent them from achieving their goal. It’s important to approach this stage with a non-judgmental attitude and help the client assess their situation objectively.

To start this stage, you can ask questions such as “What is your current situation?” or “What are the factors that might impact your ability to achieve your goal?” Encourage the client to be honest and transparent about their situation, even if it is uncomfortable or challenging to discuss.

Once you have a clear understanding of the client’s current reality, you can help them identify any barriers or obstacles that might prevent them from achieving their goal. This could include external factors such as a lack of resources or internal factors such as limiting beliefs or self-doubt. You can ask questions such as “What obstacles do you anticipate encountering?” or “What might hold you back from achieving your goal?”

It’s also important to help the client reflect on what is currently working well in their situation. This can help build confidence and provide a foundation for building a plan to move forward. You can ask questions such as “What are your strengths?” or “What has worked well for you in the past?”

Tips:

• Ask questions to help the client assess their current situation objectively
• Help the client identify any barriers or obstacles that might prevent them from achieving their goal
• Encourage the client to reflect on what is currently working well and how they can build on that

Options

The third stage of the GROW model is to help the client explore their options for achieving their goal. In this stage, you will help the client generate potential solutions, evaluate the pros and cons of each option, and select the best course of action.

To start this stage, you can ask questions such as “What are some possible solutions?” or “What could you do differently to achieve your goal?” Encourage the client to think creatively and generate multiple options, even if they may seem unlikely or challenging.

Once you have a list of potential options, you can help the client evaluate each one objectively. This could involve considering the potential benefits and drawbacks of each option, as well as the resources required to implement each option. You can ask questions such as “What are the potential benefits of this option?” or “What are the potential drawbacks of this option?”

It’s important to encourage the client to select the best option based on their values, priorities, and resources. This may involve a trade-off between different options, and it’s important to help the client evaluate each option in the context of their specific situation. You can ask questions such as “Which option aligns best with your values and priorities?” or “Which option is most feasible given your resources?”

Once the client has selected the best option, you can help them develop a plan of action to move forward. This could involve breaking down the chosen option into specific steps, establishing timelines for completing each step, and defining metrics for success.

Overall, the options stage is important because it helps the client evaluate potential solutions and select the best course of action for achieving their goal. This stage also provides a sense of empowerment and ownership for the client, as they are actively involved in the decision-making process.

Tips:

• Encourage the client to think creatively and generate multiple options
• Help the client evaluate each option objectively, considering the potential benefits and drawbacks
• Support the client in selecting the best option based on their values, priorities, and resources

Will/Way Forward

The fourth and final stage of the GROW model is to help the client develop an action plan to move forward. In this stage, you will help the client set specific actions, establish timelines, and define metrics for success.

To start this stage, you can ask questions such as “What specific actions will you take to achieve your goal?” or “What are the first steps you will take towards your goal?” Encourage the client to break down their action plan into specific, achievable steps, and to establish a realistic timeline for completing each step. It’s important to ensure that the client’s action plan is SMART – specific, measurable, achievable, relevant, and time-bound.

Once the client has established their action plan, you can help them define metrics for success. This could involve identifying specific indicators that will demonstrate progress towards the goal, such as the number of clients served or the amount of revenue generated. You can ask questions such as “How will you measure progress towards your goal?” or “What specific indicators will demonstrate success?”

It’s also important to celebrate progress along the way and make adjustments as needed. This could involve reviewing the action plan regularly and making changes based on feedback or new information. You can ask questions such as “What progress have you made towards your goal?” or “What adjustments do you need to make to your action plan?”

Overall, the will/way forward stage is important because it helps the client develop a concrete plan of action to move towards their goal. This stage also establishes metrics for success and provides a sense of accountability and ownership for the client.

Tips:

• Help the client break down their action plan into specific, achievable steps
• Encourage the client to set a realistic timeline for achieving their goals
• Define metrics for success and celebrate progress along the way

Case Study

Now that we understand how the GROW model works, let’s reflect on a case study where GROW has been used.

I would like to introduce you to John. John is a sales executive at a mid-sized software company. He is responsible for driving sales in his territory but has been struggling to meet his sales targets.

Using open questions, we have explored Johns GOAL. He wanted to work on increasing his sales performance and achieving his sales targets for the quarter.

John and I identified several factors that were impacting his sales performance. These included a lack of clarity around his target market, a limited understanding of his products, and difficulty building relationships with prospects.

We started to work on his options – these included

1. Conducting market research to better understand his target market
2. Receiving additional training on his products and services
3. Building relationships with prospects by attending networking events and building his online presence

After discussion, we identified that John needed to get more training (option 2) as currently there was a knowledge gap. Although the other options were also important and would need to be addressed shortly afterward.

In the will/way forward stage, John and his coach developed an action plan to improve his sales performance. This included:

• Scheduling regular training sessions with the product team to improve his understanding of the company’s products and services
• Setting specific sales targets and establishing a timeline for achieving them
• Tracking progress toward his sales targets and adjusting his approach as needed

Over the next few months, John worked to implement the action plan and improve his sales performance. By the end of the quarter, John had exceeded his sales targets and received recognition from his company’s leadership team for his outstanding performance.

Overall, the GROW model was an effective tool for helping John identify his goals, assess his current situation, explore options for improvement, and develop a concrete plan of action. The GROW model provided a structured framework for coaching that helped John improve his sales performance and achieve his goals.

References:

Whitmore, J. (2017). Coaching for performance: The principles and practices of coaching and leadership. Nicholas Brealey Publishing.

Grant, A. M. (2017). The efficacy of coaching. Handbook of coaching psychology: A guide for practitioners, 1-26.

Starr, J. (2016). The Coaching Manual: The Definitive Guide to The Process, Principles and Skills of Personal Coaching. Pearson.