The Grow Model

9 September 2016

The key elements are Awareness: Before any change can take place, an individual must become aware of their environment so that they can begin to perceive and judge their own performance Awareness is recognising what is happening around you and understanding what you are experiencing Responsibility: When an individual chooses to take responsibility for their thoughts and actions, then their commitment to them increases with a corresponding increase in performance.

The primary role of any coach is to raise both the awareness of an individual to their situation by asking searching and clarifying questions and to ensure that the individual takes personal responsibility to actively pursue any resulting actions. The coach is present to help the individual work out what needs to be done, not to provide the answer. This is achieved by asking questions rather than giving answers. The GROW model proposes a questioning sequence as follows GoalClearly establish the desired end point in a positive, motivating manner RealityCheck the current situation, e. . resources, attitude Options What are the alternative strategies or opportunities? WillWhat is the commitment to do it, what are they willing to give up to achieve it On the next pages you will find some example questions that can be used to elicit information on each of the 4 stages of the model. Please be aware that these are only examples to show the different type of questions that could be appropriate. You should not try to ask them all!! – Please remember that listening is critical to a successful coaching session.

The Grow Model Essay Example

You should always listen and then consider the next question based on the response, rather than try to plan out a set of questions in advance The G. R. O. W Model Coaching Questions Good questions are an essential part of coaching. Skilled coaches are able to ask questions that naturally seem to arise from what the other person is talking about. They are alert and curious. Alert to staying on the other person’s agenda and curious about how the other person sees the world and in particular, the situation they are describing. To be a good coach you need to become skilled in the use of questions and know which questions to ask.

Asking skilful questions is a powerful “pull” lever. This kind of questioning is not about interrogating or putting the other person on the spot. Questioning here is of quite a different nature. It’s about deepening our understanding of the other person’s position. There are certain questions that are more or less guaranteed to get people talking and to help you deepen your understanding of their viewpoint. They tend to be open questions, are fundamentally exploratory and can be very catalytic. They are characterised by the fact that they always arise and remain on the other person’s agenda.

You need to build rapport throughout the whole discussion. Rapport is created by a feeling of common values, interests, goals. Here are some examples of good questions that follow the GROW model |GOAL |REALITY | |What is the issue you would like to discuss? |Please describe the current situation | |What form of outcome are you seeking by the end of this coaching session? |Who is affected by this issue other than you? |How far and how detailed do you expect to get in this session? |How great is your concern about this issue | |Looking ahead, what is your long–term goal? How soon do you want to get |How much control do you personally have over the outcome | |there? |Who else has control over it and how much | |How would you like it to be? What is your ideal solution/ outcome? |What action steps have you taken to date? | |How will you know when things are right? What will be your evidence? How |What stopped you form doing more? |will you measure it? |What obstacles will need to be overcome on the way? | |What makes you want to move this issue forward? Why not leave things as |What, if any personal resistances do you have to taking action? | |they are? |What resources do you already have…. Skills, time, enthusiasm, budget etc? | |What intermediate steps can you think of to take you towards your long term |What other resources will you need? – Where will you get them from? | |goal? What are they? When would you like to achieve them? |What is the bottom line? What do you really need to achieve? |OPTIONS |WILL |

What can you do to change things? |When do you intend to act? | |What approach have you considered/used before? |What support do you need and when? | |What are the benefits and drawbacks of your approach/action? |How will you ensure that this support is received? | |What are the possible actions (brainstorm these? ) |Do you need to plan phases ahead? | |Where/who might you need assistance from? What do you need to do next? | |Who/what might get in the way of achievement? |What do you intend to do after this session? | |What do you need to make this option work? |What is the next step? | |What do you like about these options? |What are you going to do? | |What are your preferred options? |Will this action meet your goal? | |What would happen if you had a larger budget or more staff? |What obstacles might you meet along the way – How will you overcome these? | |What if that obstacle did not exist? What would you do then? |How are you going to get that support? | |What stops you? Rate on a one-to-ten scale the degree of certainty you will have that you | |What would happen if you did? – What would happen if you didn’t? |will carry out the actions agreed? | |What other options are available to you? |When will you start? | ———————– Wrap up session What worked well? What didn’t work so well? What would work better next time? What are the next steps? What will you have done by the next meeting? Commit to action steps What are the next steps to take? When will you take them What might get in your way What support do you need Consider options, make choices

What could you do to change the situation? What possibilities for action do you see? What are the benefits and pitfalls of these actions? Which one appeals to you most? What is the current state? What is happening at the moment? How do you know this is true? What is the effect of this on …? What other factors are relevant? What have you done so far? Establish clarity for the session and the objective What is it you would like to discuss? What is your long term goal? How quickly do you want to get there? Are there any interim goals? WILL OPTIONS REALITY GOAL ———————– The GROW Model

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