As your organization recognizes the benefits of a leadership coaching culture, you may struggle to overcome initial inertia to begin the transition. Many managers may not know how and where to start. Using a simple framework for coaching can boost managers’ confidence and dramatically increase the use of a coaching approach. A model known as G-R-O-W can be the fertilizer to establish fresh green shoots of new coaches throughout your organization.
In one of my previous organizations, the Human Resource department began pushing the need for managers to start using leadership coaching. They had become enlightened on the benefits of coaching, including improved employee retention and increased employee engagement. While managers seemed to embrace the benefits of coaching, most of us were new to it and didn’t know where and how to begin. We were stumbling around on the ground, hitting our head on the furniture as we were trying to learn how to walk and coach. It wasn’t until we started training managers on a coaching model known as G-R-O-W, that we were able to make real progress. Without training on a framework for coaching, your efforts to build a coaching culture will likely be inconsistent with spotty implementation.
Elements of The Framework
There are several proven methods that can be used successfully for leadership coaching. These include GROW, ACHIEVE, OSKAR, and CLEAR . All these models include the following elements:
1) Discovery – Understanding the current situation
2) Identify the desired situation and objective
3) Understand the gap – the difference between the current situation and the desired
4) Identify various solutions to close the gap
5) Develop an action plan for the preferred solution
As with any coaching approach, these models use questions for each of the steps to get the coachee’s input and perspective.
G-R-O-W
Probably the most widely used coaching framework is the GROW model. This method was developed in the 1980s by Sir John Whitmore in the United Kingdom. He wrote the book Coaching for Performance (1988), which has been widely used for decades. We trained our new managers in the GROW method several years ago, and I have been using it since as my primary method for coaching. GROW is a model that leads to a clear result in four stages:
Goal
The first step is focused on identifying the goal for the coaching. The goal may be to improve performance in a certain area or focused on career development. An example of a question to get clarity on the goal for performance improvement could be: “What is the performance level you think you can achieve if we addressed all your obstacles?” An example goal question for coaching on professional development might be: “What do you want to be doing in a year…or in five years?” Although you should use questions to probe the coachee on the goal, remember as the manager it’s your job to evaluate job performance and skills. You may have to lean-in more on this step than on others to make sure the goal is clear. But catch yourself if you find that you are prescribing the goal. You can suggest but not dictate. It’s important that you prompt the coachee in arriving on the goal themselves to ensure their buy-in.
Reality
This second step is intended to understand the current issues, obstacles, and causes. If there are performance metrics that can provide context to the issue, these should be highlighted in this step. Getting the coachee’s perception of what is causing the issue is important. Additionally, understanding skills and talents can be useful in this step. Often the source of the performance issue is insufficient skills that point to a need for additional training. An example of a question that you can use in this step is: “What is the biggest obstacle you are currently facing that is impacting your performance?” or “What do you need in order to achieve the performance level we discussed for the goal.” In my coaching experience, this step is the most important and requires the most time. Don’t short-cut the discussion. You may find that more than one coaching session is needed to really understand the Reality – the issues and root causes.
Options
The third step in GROW is where the manager and team member come up with ideas for addressing the issues and causes. Jointly identify as many alternative actions as possible. Don’t limit thinking by bringing in constraints. Be careful to avoid jumping in to provide the solutions in this step…a common pitfall for managers. It’s important that the coachee lead with their ideas, and you can voice your thoughts on these and any other ideas you have. Some simple questions you could ask to start the brainstorming for this step might be “If there were no constraints, what would you do to address this issue” or “what strengths can you use to move forward?”
Way-Forward
The last step is the creation of an action plan. The plan should have definitive actions and dates. Once the action plan is developed, you can use future coaching sessions to discuss progress and any help needed. This action plan is extremely important as it adds accountability. Accountability differentiates coaching from mentoring. Unfortunately, this a step that is often neglected in many coaching relationships. I was guilty of avoiding the action plan in some of my coaching relationships…especially for professional development coaching. It sometimes felt that I was imposing this on the coachee when they were really just looking for advice. However, the coachee will appreciate your help in developing a meaningful action plan that will translate good ideas into results. Some questions that you might use for this step could be: “What is the first thing you should focus on right away” or “What three things can you complete in the next week.”
Training in GROW
The GROW model can be used effectively in various coaching scenarios, including both coaching for personal development and coaching for performance. It is a simple, straight-forward method that can be self taught. I’ve included additional questions you may want to consider for each step under “Tools” at the Rallypoint Coaching website. You may want to consider formal training in GROW with all of your management team. The training I received from a 3rd party included some valuable practice with fellow managers to build confidence and consistency.
Using GROW is especially useful for managers that are new to coaching. Keep in mind that this is a framework…don’t be too rigid in following it. Give your coaching relationships time to GROW. You don’t need to progress through all four phases in one coaching session. Give ample time for discovery in each phase. GROW provides an easy method to improve your coaching sessions, but be sure to facilitate and not lead. By using a simple model like GROW, you will have new coaches sprouting up throughout your organization. Managers will have more confidence and be more effective in their coaching approach. With a solid playbook for coaching, you’re ready to hit the field and practice with a few willing team members. For more information on GROW, check out the following article from InsideOut Coaching, the 3rd party who provided GROW training for my organization: Intro to the GROW Model and Performance Wheel | InsideOut Development