GROW Model: How to Coach Using the GROW Framework

The GROW coaching model was developed in the 1980s by business coaches Graham Alexander, Alan Fine, and Sir John Whitmore. Life coaches and executive coaches use this framework to help individuals and business professionals reach their personal development goals. GROW is an acronym that stands for goal, reality, options/obstacles, and will/way forward. It’s an effective coaching approach for improving goal-setting, problem-solving, self-awareness, and decision-making.

Each stage of the GROW process involves answering several coaching questions to help the subject of the coaching conversation home in on how they will accomplish the goals they’ve set for themselves. Here’s a closer look at each stage:

• Goal: Begin by asking questions that will help the subject establish a SMART goal. A SMART goal is specific, measurable, attainable, realistic, and time-bound. Ask questions such as: Where do you see yourself in five years? What new skills would you like to learn? What would make this time worthwhile?
• Reality: Next, examine the current reality of your situation to determine how far you are from achieving your goals. Once you have a clear picture of the current situation, it’s easier to make a roadmap for future action. Some useful questions to ask at this stage include: What are the current challenges you’re facing? What are your most urgent needs? Are you currently working on reaching your goals?
• Options/obstacles: This stage involves identifying possible routes to attaining the subject’s goal, including any obstacles that might get in the way.
• Will/way forward: The final stage of the GROW process involves putting together concrete steps as part of a clear and actionable plan, deciding what the subject can commit to, and how they will stay motivated. Each step should detail what the subject will do in the short term to move closer to reaching their goal, as well as a process and timeline for evaluation.

A team member, Brian, is looking to move up the corporate ladder at your organization. As his mentor, you first work with him to identify a goal: Brian wants to be promoted to a manager within the next two years. Next, you and Brian assess his present situation. He’s currently an entry-level employee, but he possesses many relevant skills for becoming a manager. You and Brian brainstorm the skills he will need to acquire in order to become a manager. For example, you may decide that he first needs to gain experience managing other team members. You discuss his options and collectively decide that he can initiate a project within his current team and delegate responsibilities to his team members. You arrange for Brian to take the lead on a project. You establish clear benchmarks for progress and tell Brian how you will be measuring his performance. If he does well, he can take on additional projects in the future. You agree on a specific time frame during which you’ll review his ongoing performance.

Get the MasterClass Annual Membership for exclusive access to video lessons taught by business luminaries, including Geno Auriemma, Robin Roberts, Chris Voss, Sara Blakely, Daniel Pink, Bob Iger, Howard Schultz, Anna Wintour, and more.