What is the GROW model?

The GROW model is a popular problem-solving tool used in coaching. It is a simple and effective way to help people set and achieve goals.

The GROW process was developed by Sir John Whitmore, Graham Alexander and Alan Fine, and then popularised by Max Landsberg in his book The Tao of Coaching. Subsequently, it has been used extensively, particularly in corporate coaching settings and has become something of the industry-standard tool (Passmore 2010).

What does GROW stand for?

The word ‘GROW’ is an acronym for a four-stage coaching tool, but exactly what the acronym stands for does differ slightly from practitioner to practitioner. Commonly it that stands for:

• Goal – The clearly defined endpoint
• Reality – The present situation with is challenges and opportunities
• Options (or Obstacles) – Having identified challenges and opportunities, various options can be explored to help achieve the goal and overcome obstacles
• Will (or Way Forward/Wrap Up) – The Will or Way Forward step is the breaking down of the goal into achievable steps.

How do you use the GROW process?

Here we will look at each of the stages in turn for a more detailed view on how to apply the GROW model:

Goal

The first step is used to explore the goal that the individual or team want to achieve. It is important to clearly identify the aim, define the mission and understand what success looks like.

It is worth spending time on this step as the end state needs to be properly honed. The goal is a chance to capture the vision, mission and values of a person. This in turn helps to identify a target that is inspirational, challenging and fits into the bigger picture of a coachee’s life and work.

Here are some example questions that could be used at this stage:

• What do you want to discuss?
• What is the issue?
• Which is the most important thing you want to achieve?
• What does success look like?
• What is your vision for the future?
• How do you really want things to work out?
• Why is this goal important to you?
• What would achieving this aim feel like?
• How would this goal contribute to other aims?
• How will you know when you have achieved your mission?

If you would like some more advice on setting goals, try reading the post ‘How do you set goals, tasks and milestones to achieve a plan?’

Reality

The next step in the GROW model is looking at the reality of the situation. This involves considering the present with all its challenges and opportunities.

There is an element of looking back to see what has happened in the past and how this has shaped the present. This can mean facing some uncomfortable truths or confronting the brutal facts as Jim Collins puts it in his excellent book Good to Great (Collins, J. 2001).

Here are some potential questions to use at the Reality stage:

• What has happened to bring you to this point?
• What is going on now?
• Who is involved?
• How does the present situation make you feel?
• Is there anything holding you back?
• What are the challenges that you are facing?
• What is the cause of these challenges?
• Which assumptions have you made?

At the Reality stage of the GROW model it may also be useful to apply the SWOT analysis which can help identify the key factors relating to the present situation.

For further help with working out the reality of the situation read ‘The essential importance of situation analysis.’

Options

Having defined the goal and explored the reality of the situation the next step is the look at various options to help achieve the goal. Sometimes the ‘O’ in the GROW model is used for ‘Obstacles’ as the options can provide different courses of action to overcome the various challenges that have been identified.

Here are some questions to consider at the Options stage:

• Which alternative ways could you achieve the goal?
• How can you overcome the obstacles?
• What would you do if resources were not a problem?
• Is there anyone who can help you?
• What are the advantages and disadvantages of each course of action?
• What would are really wise person do?
• Which is the best/most effective option?

For further ideas on developing options and overcoming obstacles take a look at ‘Which is the best course of action?’

Will/Way Forward

Having looked at options and identified the course of action the ‘Will’ or ‘Way Forward’ step of the GROW model is the breaking down of the goal into achievable steps that someone can commit to.

This stage helps to wrap up the session and make sure that, by the end, the coachee has committed to some concrete and achievable actions. These can be pursued and measured between sessions.

Here are some questions to help at this stage:

• Which tasks need to be completed to achieve the goal?
• What is your deadline?
• When do you want to achieve each task?
• What is the first step?
• When can you complete this step?
• Who can help?
• Who do you need to speak to?
• What do you need to do differently?

The SMART tool can also be useful to help define these steps. To create a plan you might also want to use the free templates in ‘How to make an action plan and achieve your goal.’

What are the limitations of the GROW model?

The GROW model is designed to be task-focused and is therefore good in work and sports situations. Its simplicity is a strength but does mean that it is a less holistic model and can miss some of the broader contexts of change. For example, other tools might complement the GROW model when looking at behavioural change, life coaching and career change.

Another simple and complementary tool is the Wheel of Life, which is useful in identifying where roles and goals may be out of balance. This can provide a good starting point for specific goals that you want to explore using the GROW model or The Right Questions approach.

The GROW model, as with any process, is only as good as its application. As Sir John Whitmore stated “even dictators can use GROW!” A coach should ensure that the model is utilised in a subtle way, bringing structure to the coaching session but in an unconscious and natural way. And, as with other coaching models, active listening is critical to its successful application.

How does the GROW model compare to other tools?

The GROW model is simple and this is one of the reasons that make it very effective and popular. Even with the differing interpretations of the acronym, it provides a relatively memorable structure and does not take much knowledge or practice to apply. It can also be used to explore and plan for a large number of different goals.

The simplicity of the model does mean that it lends itself to a quick look at a problem. As mentioned previously, for more depth it is sometimes beneficial to use the GROW model in conjunction with other tools and processes.

Goals

The first two stages of the GROW model relate to the Strategic Framing steps (where what and why) of The Right Questions model. In both tools, the aim is to properly understand the problem and situation before assessing options and making a plan. This is also equivalent to the Observe and Orientate stages of the OODA loop.

Reality

Another useful tool to use at the Reality stage is the SWOT methodology; a simple yet effective way of looking at the present situation.

Obstacles and Options

‘Obstacles and Options’ in the GROW process is covered by ‘Which’ in The Right Questions that cover risk as well as courses of action. Here the aim is to look at different ways to achieve the same goal.

At the Options stage, using tools such as lateral thinking can beneficial to generate new courses of action and the Belbin Team Model can be of great use in working out who might be able to help and how.

Will or Way Forward

The ‘Will’ of the GROW method is primarily covered by the Planning Phase (the when who and how) of The Right Questions. For more complicated goals traditional Project Management processes may be useful to apply. At a simpler level, using the SMART tool helps to capture the original goal and make sure the next step is an achievable one.

Next Steps

You may want also want some help, delving deeper into these tools or identifying your goals. I have the pleasure of assisting many amazing individuals and organisations in my work. If you would like some assistance too, in person or online, then please do drop me a line. You can email me via the contact page.

If you would like to find out more about coaching and have an initial free coaching consultation then please email us using the contact page. Just click on this link: Contact Form

References

• Colins, J. (2001) Good to Great. New York: Random House Business.
• Passmore, J. (ed) (2010) Excellence in Coaching. 2nd edn. London: Kogan Page.
• Landsberg, M. (2015) The TAO of Coaching. London: Profile Books Ltd.
• Whitmore, J. (2002) Coaching for Performance. London: Nicholas Brealey.

My work falls into several key roles. I lead an organisation, and run my own business, I coach senior managers and I also facilitate leadership courses for various corporations. With a couple of decades of management experience under my belt, I have found that certain tools and approaches really help me on a weekly (even daily) basis. So why not share them with you?

I have picked my top 10 (because, hey, we all like top-ten lists, right?) so this is not exhaustive, but it is representative of the mental models that I use the most. You will likely recognise a few tools from the list but equally, hopefully, there are some new gems to be found or reminded of.

I have included a short explanation of each model but there are also links to longer articles on each tool if you want to explore them further.

The Rule of 3 – for simple, impactful written and verbal communication

I love the rule of 3 because it is utterly simple and yet undeniably effective. The rule of three is the phenomenon that information, clustered in threes, makes communications clearer, more memorable, and impactful. There is a long history of using this tool, reaching back to Aristotle and perhaps further. To find out how to apply to rule to your writing, decision-making and public speaking, take a look at The Rule of 3: An Easy Hack to Improve Your Communication.

The Right Questions – for decision-making and planning

I developed this approach for making decisions and plans through my work as a Bomb Disposal Officer. By using the seven main interrogatives in the English language as a mental prompt, and applying the questions in a suitable order, it creates a simple system to think through a choice and come up with a plan of action. The framework looks like this:

• Why? (Purpose, Values, Priorities): Why is this important?
• Where? (Situation, Vision) Where have we come from, where are we now and where do we want to go?
• What? (Mission, Goal) What does success look like?
• Which? (Options, Risk) In which ways could we achieve our goal?
• How? (Resources, Plan) How do we get to our destination (what steps and resources do we need)?
• Who? (Network, Team) Who can help us achieve the goal?
• When? (Timing, Scheduling) When is the best time to achieve the tasks and how long will it take to succeed?

You can read more in What are the Right Questions for Decision Making and Strategic Planning?

The Eisenhower Matrix – a tool for effective prioritising

I first came across the Eisenhower Matrix over two decades ago when I first read Stephen Covey’s The 7 Habits of Highly Effective People. I have been using the system ever since to help me think about my task list and how to prioritise things. The two-by-two matrix is composed of thinking about what is important and what is urgent. This creates four ways to categorise and prioritise our tasks:

1. Urgent and Important. Do these tasks now.
2. Not urgent but important. Plan time to do these tasks.
3. Urgent but not important. Try to delegate these tasks.
4. Not urgent and not important. Avoid these activities.

5:5 Breathing Technique – to help your emotional management

Various scientific studies have shown the effectiveness of using breathing techniques to manage our emotional states. When a crisis hits, or you feel yourself losing your cool then the best thing to do is employ a proven breathing technique. The thing is, to truly be effective, you need to have practised beforehand. My favourite technique is 5:5 breathing where I breathe in for a slow count of five and then breath out for a slow count of five. If you would like to know some variations to this technique (and how tracing your hand can make it even more impactful) then read How to Use Simple Breathing Techniques to Reduce Stress.

The Kolb Learning Cycle – for experiential learning and a growth mindset

We learn through experience and the Kolb cycle helps is to ensure that we learn effectively by making us aware of the critical stages. The order is not important but we need to go through all four phases of the cycle if we are to truly learn. So, if you do not want to waste a learning opportunity then you need to check off these four elements:

1. Concrete Experience – having some sort of new experience
2. Reflective Observation – assessing the experience against existing knowledge
3. Abstract Conceptualisation – generating new mental models
4. Active experimentation – applying new methods to the experience

There are also four learning styles that complement these phases. The idea is that we all have a preferred learning style and you can find out more in How to Boost Your Growth Mindset with Kolb’s Learning Cycle.

The SWOT Analysis – a tool to improve your situational analysis

The SWOT analysis is one of the best know conceptual tools there is. Some people might discount it because it is so frequently mentioned or used, but this would be a mistake. The SWOT analysis is popular because – as with the best management tools – it is so simple and effective. It is brilliant for getting a snapshot of a situation. SWOT stands for:

• Strengths
• Weaknesses
• Opportunities
• Threats

Strengths and weaknesses are internal factors whereas opportunities and threats are external factors. One of the most beneficial elements of this tool is looking at the links and relationships between these four quadrants. And, even though the SWOT tool was designed for use with businesses I also highly recommend it as a personal tool. Do a quick SWOT analysis on yourself; it’s great for self-awareness.

The GROW Model – a tool for setting goals and coaching others

Sir John Whitmore’s GROW model, along with the SWOT analysis, is one of the best know conceptual tools used in the workplace. The GROW model was developed as a coaching tool but has been widely accepted as a tool for all managers and I frequently teach it in leadership courses. The GROW method provides an easy-to-follow framework for coaching someone to achieve something. GROW stands for:

• Goal – identify the vision and set the task
• Reality – consider the present situation and its factors (the SWOT analysis can help here)
• Options – look at different ways to achieve the goal
• Will – commit to achieving the goal and plan the first steps

As a manager, you can use this method to coach people through objectives at work and works very well alongside the SMARTER delegation method outlined below.

SMART (and SMARTER) tasks – to ensure effective delegation

The more responsibility I take on, the more I have to delegate. The thing is, if I fail to delegate work effectively then I will end up with just as much work (if not more) in the end. Therefore, it is critical to define tasks effectively when assigning work. The SMART and SMARTER acronyms are really helpful reminders of what is needed to create an achievable goal. Talking through these elements with the person taking on the job also gets their buy-in to the activity and creates agreement around the parameters of the work. SMART stands for:

• Specific,
• Measurable,
• Attainable,
• Relevant and
• Time-bound

You can also add an optional E of Evaluate and R or Re-Evaluate to create a SMARTER task with planned review points. I would wholeheartedly recommend this, and the Traffic Light system (below) can complement this evaluation process.

The Traffic Lights Review Tool – for reviewing projects, progress, and performance

As seen from the Kolb learning cycle, if we want to improve performance, we need to reflect on what we have done before and learn from the experience. It is also evident, from the SMARTER delegation technique, that planning in evaluation points will support the successful achievement of a task. Therefore, we need to constantly review performance in a simple, effective and time-efficient manner. This can be done by using the Traffic Light approach which prompts the three critical questions to cover in a review process:

• Red: what should we stop doing?
• Amber: what should we continue doing?
• Green: what should we start doing?

For further explanation and examples take a look at The 3 Most Powerful Questions for Continual Improvement.

The SCARF Model – to improve your social interactions

The SCARF model is a tool I have come across more recently as I have become more interested in the psychology and neuroscience behind how we behave at work and in our relationships. It was developed by neuro-scientist David Rock to explain how we interact with people in social engagements and why our body and brain interpret social threats in the same way as physical threats. His research came up with five factors that can impact whether we find a social situation positive or negative. These make the acronym SCARF which stands for:

• Status – where we feel in the pecking order
• Certainty – how sure we feel about the future
• Autonomy – the level of choice and agency we have
• Relatedness – how connected we feel to others
• Fairness – whether we perceive something to be equitable

The science behind this is fascinating and, when understood, can improve relationships, and help to stop explosive, damaging, or uncomfortable social interactions. You can find out more in How to Stop Your Primal Brain from Hijacking You at Work.

A starter for 10: which do you want to experiment with?

If there is something new here for you, then I recommend experimenting with the tools and seeing how it goes. Be playful with it, adapt it to your needs, and if it doesn’t work, put it on the shelf and try something else. Part of the fun of working life is this learning journey where we find new ideas, experiment, and grow. As we develop as individuals, we get better at what we do. Everyone – our bosses, colleagues, and teams – benefit. We also benefit if we enjoy what we do and get the satisfaction of improving our performance and achieving new things.

So have a play. And if you could make your own list, what would it have on it?