Of the many definitions of coaching that exist, I have always preferred John Whitmore: “A valuable guide for those interested in improving their ability to support the growth and performance of others.”
The simplicity with which it answers such a common question is not the only thing worth recognizing.
In his book “Coaching”: The Method for Improving People’s Performance”, John Whitmore also proposes a practical approach to implementing coaching at both an individual and organizational level. This is the GROW model, a fundamental structure for any coach who wants to take these processes to the next level.
Let me explain it in more detail below.
What does GROW Mean?
In very simple terms, GROW is an acronym that represents different stages:
(Goal)
The first stage focuses on setting clear and specific goals. What does the coachee want to achieve?
Through the use of powerful questions,facilitates reflection and discovery on the part of the coachee. These questions stimulate critical thinking and help identify short-, medium-, and long-term objectives.
At this stage, the importance of the coach fostering accountability in the coachee also stands out. This means that the coachee takes control and ownership of the goals, which should be achievable, actionable, and measurable.
Here is an example: The coachee, in this case, a sales professional, sets the goal of increasing sales by 20% over the next quarter.
Ultimately, everything starts by providing direction and a reference point for evaluating progress.
(Reality)
The second stage involves assessing the coachee’s current situation. What is moving them closer to, or further away from, the goal?
The coach encourages the coachee to carry out a realist assessment of their current situation and to develop awareness. This means understanding oneself, one’s circumstances, values, and aspirations.
Continuing with the previous example: In this case, the coachee could examine their current performance and recognize that they have lost sales opportunities because their response time to potential customers with the corresponding proposals has been longer than one month.
Analyzing reality, honestly and clearly, is essential to understanding the starting point and potential obstacles.
(Options)
The third stage focuses on exploring possible actions and strategies to achieve the established goals. What alternatives are available?
The coach helps the coachee generate ideas and solutions, encouraging creativity and the consideration of different approaches.
To expand the range of available options, the coach draws on essential skills such as active listening, empathy, and the ability to provide constructive feedback.
This is also a good moment to explore changing limiting beliefs, enabling the coachee to overcome obstacles and promote positive change in behavior and performance.
Illustrating this phase: The coach and coachee might explore different strategies to improve follow-up on sales opportunities, such as asking colleagues for support, setting regular reminders, or improving task prioritization.
The purpose of this stage is to contribute to achieving goals by identifying potential action plans.
(Will)
The fourth and final stage addresses commitment and the willingness to carry out the identified actions. What will the coachee do, exactly?
The coachee takes responsibility for implementing the agreed solutions and for defining specific, realistic steps. They also express their commitment and readiness to implement the agreed decisions and changes.
The coach, in turn, provides constructive feedback and support throughout the implementation of the action plan, adjusting it as needed.
To conclude the example: The coachee chooses to implement a task prioritization system that includes using the MoSCoW prioritization technique to classify commercial responsibilities according to urgency and importance, deciding which tasks to do first, which to delegate, which to schedule, and which to eliminate, and commits to following it over the next quarter.
Establishing firm commitments is often the most effective way to move forward and overcome any resistance or barriers that may arise during the process.
The GROW Model
In summary, John Whitmore’s GROW model presents itself as a structured and effective framework for the coaching process, guiding the coachee through the stages of goal setting, reality assessment, option exploration, and commitment to concrete actions.
The examples shared are simplifications, as real coaching process involves more in-depth discussions, more exhaustive exploration of options, and continuous adjustment as progress is made. However, they illustrate how the GROW model can be applied in a specific context, both at individual and organizational level. Its versatility enables coaches and coachees to work together on a wide variety of goals and challenges.
It is important to note that the GROW model is not a strictly linear process. There may be steps forward and backward between stages, and the coach must the dialogue to the coachee’s needs and progress. Flexibility and adaptability are key to its effectiveness.
In most of the realities we live in, theory without action does not produce results. Overcoming any personal or professional challenge requires consistency and sustained effort, with each step playing a crucial role in reaching the final goal.
With its structured and practical approach, the GROW model reminds us of the importance of turning words into concrete and effective actions. It invites us to experience, through a collaborative and future-oriented process, the art of putting words into action.
If one of your main goals is to help people achieve their objectives, maximize their potential, and improve their performance, start now.
Netmind has recently been accredited by the ICF (International Coaching Federation) to deliver two certified coaching programs:
Professional Agile Coach - ICF Accredited Level 1
A program designed to help you develop the key competencies required to perform the Agile Coach role professionally in its different dimensions: coach, mentor, trainer, and facilitator, equipping you with a highly effective competency profile to drive high-performing teams.
Professional Executive Coach - ICF Accredited Level 2
A program where you will see how coaching helps create the conditions needed to learn, grow, and access both your own potential and that of the people you work with.
Among all the ways to prioritize people’s needs and aspirations, listening, reflection, and continuous learning stand out as some of the strongest allies for cultivating relevance, sustainability, and success within our ecosystems.
If coaching is the guide, we just need more people to share this interest.
