Help your Team Improve with the GROW Coaching Method

This is part one of a four-part series of articles addressing some of the most commonly requested topics in professional leadership development: “What can I do to help my team improve?”, “How can I provide difficult feedback?”, “What can I do to influence people?”, and “How can I inspire my team?”. Ubiquity has developed and adopted simple-to-learn, easy-to-retain and effective-to-use methods to address each of these questions. Over the coming weeks, we will present each of these models, which form an integrated “Leadership Methodology” that will help leaders create the efficiencies and effectiveness that they are entrusted to deliver.?

Here in Part 1, we cover the GROW Coaching Method. In Part 2, we explore the GUIDE Feedback Method. For Part 3, we dive into the GAIN Influence Method, and finally, in Part 4 we examine the GREAT Inspiration Method for maximizing motivation and engagement. In practice, there is no start nor finish, but ongoing navigation between each of these four modules.

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It is an amazing feeling when you see someone you care about excel. But being an effective leader demands a sophisticated skill set. For example, simply becoming a better listener won’t cut it. You also need to ask good questions to encourage self-awareness and critical thinking, two aspects of personal growth that are in high demand in every organization. So it stands to reason that using proven leadership models can be enormously beneficial for all involved.

In the weeks ahead we will explore best practices in Coaching, Feedback, Influence and Inspiring others. And for starters, let’s drill down to examine a time-tested Coaching Method that leaders can use to help their people become even better...

The GROW Coaching Method is one of the oldest and most popular coaching frameworks around. It was developed in the 1980s by Sir George Whitmore and his colleagues at Performance Consultants Inc. in the U.K. and is now used widely in organizations around the world.

Within this model, G.R.O.W. is an acronym that stands for the following steps in the coaching process:

G = Goal: The individual’s aspirations to become even better

R = Reality: The gap between their current situation and their goal

O = Options: What steps are possible for them to take to close that gap.

W = Will (Way Forward): Their willingness to turn options into a plan and execute

Thomas Leonard, founder of the world’s two most prolific coach accreditation bodies (IAC and ICF) once described coaching as the “highest form of communication”. And indeed, it can result in powerful growth if used correctly. There are two key aspects of this way of conversing that make it effective, and a few ways to fine-tune it to make it absolutely transformational.?

Steps

First, the order of the steps of this model is important. There is a good reason why it starts with identifying the individual’s “Goal”. When we run into a problem or challenge, most of us are inclined to jump in and fix it. That’s why we’ve all heard it said “If it’s broken, fix it”. But GROW Coaching starts by asking the person to imagine a better future state. And as Stephen R. Covey told us In his book, The 7 Habits of Highly Effective People, we should “start with the end in mind”. This is a key reason that the GROW Coaching method is so effective. When someone imagines their preferred future state, they can see and experience those future benefits. It hits home with them. They become uplifted and motivated. So GROW Coaching starts with asking the individual to imagine a future state that will be beneficial.

Next, GROW Coaching brings them back to “Reality” by asking where they are at now in relation to that goal. Perhaps they have already taken some steps, but maybe not. Many people become overwhelmed by the obstacles in their lives, but starting with the goal and then getting clear on their current reality helps them to see the gap that needs to be closed.?

The third step follows naturally: Exploring “Options”. It might sound something like this: “What have you tried to do already?”, “What could you do to close this gap and achieve your goal?” followed by “That sounds like a good option, and what else can you think of?” You might also help them anticipate possible obstacles by asking if anyone else should be involved or if there are any other options that they might not have thought about yet. This is how we explore the Options step of the GROW Coaching method.?Without exploring Options, people can feel overwhelmed. But once clarity is brought to this step of the process, people start to feel empowered!

In the fourth step, we ask (not tell) them to put the options together into a logical, achievable plan. “Is there a logical starting point here?”, "How can I support you?" or “When will you tackle that?” will help them build and keep the momentum that they need.?

What?

So if the first secret ingredient of the GROW model is the order of the steps, then the second secret ingredient is the use of questions is vital for this method to be effective. Consider for a moment, that it is possible to be directive while using this model, telling the individual what you want to see from them (Goal), pointing out that they are not there yet (Reality), relating the alternative actions that you feel they should take (Options) and downloading onto them a plan that you expect them to follow (Will / Way Forward). Spoiler alert: This does not work. In fact, it will backfire by triggering their amygdala and cause a fight or flight protection response rather than inspiring them to grow their skills.

If, however, we use questions to ask them to explore their Goal, Reality, Options and Plan, their internal motivation will be sparked and it will carry them forward.?Keep in mind that asking questions goes against our natural inclination to fix the problem. Most leaders already have more experience than the people on their team so their default reaction is to fix any challenge that their people might face. However, this is how most leaders fail to get the result that they want from a coaching approach. Rather than falling into this common trap, the leader needs to be intentional, disciplined and mindful. And a few well-placed visual reminders can help you remember to ask, not tell.

Good to Great

Once we appreciate the effectiveness of the order of these steps and the power of using questions to practice this model, then can fine-tune our approach by using open-ended, rather than closed-ended questions, and becoming more skilled at listening for meaning and emotion, both verbally and non-verbally. We can also help them align with their values, leverage tools and resources and connect with their greater strengths and potential.?

Just like cooking a new meal for the first time, we may need to follow the proverbial recipe closely on our first few attempts. But in no time, we should find that the steps of the GROW Coaching model are habits, and we are ready to add a pinch of this and a dash of that to make it our own. When adding in these intentional efforts of open questions, deep listening and expanding someone’s potential, we will polish the effectiveness of our coaching and these conversations will become truly transformational.?

And it is an amazing feeling when you see someone you care about excel.?

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Terry Lipovski is the Founder of Ubiquity Coaches, an international alliance of over 25 coaches globally, aiming to help people thrive. He can be reached at [email protected] and www.ExecutiveCoaches.ca