How can you use the GROWTH model to foster continuous learning in your coachees?

The GROWTH model has been an useful tool for me in supporting my clients in their journey. It provides structure and reassurance to them as it gives them the whole perspective of how the coaching process will develop and the steps that they will go through, always having a goal in mind. The structured approach outlines a clear process and stages that makes it easier for both the coach and coachee to undestand and follow a goal-oriented process.

In GRO coach explores deeper and slowly raise awarenss of the client. In WTH the coach helps the client to iron out actions. -Will - What will you do? - Tactics - When will you do it? What will you do first? -Habits - What advice would you give yourself going forward to ensure action?What will you do to integrate this into your routine?

Let’s begin with GROW standing for Goal, Reality, Options & Way forward ( not Will!) Which brings the conversation to GROWTH - Tactics and Habits! These two steps are extension to GROW and helps secure a commitment from the coachee to follow through in the commitments for the actions they are expected. These are agreed partnership between the coach and the coachee by means of periodic check-ins. I have often found that once a client commits to certain actions they still would need reminders and nudges to form into habit formation.

The GROWTH model builds upon the GROW model by integrating Tactics and Habits, paving the way for sustained progress and learning. For instance, if a coachee's goal is to enhance team collaboration, specific tactics like weekly team-building exercises can be implemented, and habits like open communication can be cultivated, fostering an environment conducive to continuous development and learning

The GROWTH model builds on the GROW by adding "Tactics" and "Habits." While GROW focuses on defining goals and strategies, GROWTH delves deeper. Tactics, for example, are specific, actionable steps, like assigning tasks or setting deadlines. Habits emphasize routines to sustain growth, like daily reflections or consistent feedback. Your coaches benefit by getting a clearer action plan and tools to maintain momentum.

In a collaborative problem solving coaching relationship, the coach and the client might partner to drive permanent shifts in behavioural patterns. The coach has a great responsibility in terms of an assertive challenger to the existing beliefs and values. This has to be firm yet supportive.

the GROWTH model extends the traditional GROW the GROWTH model extends the GROW model by adding two additional stages that address the practical implementation of the plan and the development of sustainable habits. This extension makes the GROWTH model a more comprehensive framework for achieving personal and professional growth and development. I believe this is key for the coachee to continue leading their personal development on their own.

You can utilize the GROWTH model by setting clear goals and assessing current skills. For a leader wanting improvement, explore enhancement strategies and establish commitment. Develop specific tactics and reinforce them as habits, e.g., weekly feedback sessions, and celebrate progress regularly.

The model says it all. The framework is intuitive enough to guiding the coachee toward their goals. however, it is key to remember that the coach needs to adapt the model to suir each coachee′s unique needs and context.

Any model is as good as the user's ambition is. I think the GROWTH model can benefit advanced users who already have developed successful strategies and tactics that need to be calibrated. For a beginner, the GROWTH model can be a bit confusing. I firmly advocate evidence-based reality, but first, we must agree about the measure parameters and scaling. For example, the letter Reality means objectivity, which can be tricky. Reality is an individual's feature, while objectivity is a convention. I would warmly recommend the GROWTH model, but with the notion that the coachee needs a bit more 'workout' before implementation. Mostly, coaching fails whenever a coachee doesn't understand the dimension he is trying to fix.

Here is what I recommend - - Consider the organizational culture and readiness for change when implementing the GROWTH model. - Tailor your approach to resonate with coaches. - For example, in rigid structures, introduce small, manageable changes to ensure sustainable growth and learning.

I recomend to identify quick and attainable goals that provide both feedback on how the process is going, and encouragement. Do not wait until the final big GOAL is achieved as it can be a long process full of hard steps. Try to celebrate successes along the way.