grow model for problem solving

The Grow Model – A Framework For Coaching And Problem Solving

Description.

• Goal: In this stage, the coach helps the client clarify their desired outcome or goal. The goal should be specific, measurable, achievable, relevant, and time-bound (SMART).
• Reality: The coach and client explore the current situation, including strengths, challenges, obstacles, and resources available to the client. This stage helps establish a clear understanding of the present circumstances.
• Options: The coach encourages the client to generate multiple options or strategies to bridge the gap between their current reality and desired goal. This stage involves brainstorming, exploring alternatives, and considering different perspectives.
• Will (or Way Forward): In this final stage, the client commits to a specific course of action by selecting the most suitable option(s) and developing a concrete plan. The coach helps the client identify potential obstacles, resources needed, and accountability measures to ensure successful implementation.

Sample Activity

• Goal: Ask the client to clearly articulate their desired goal or outcome. Encourage them to be specific and measurable.
• Reality: Explore the client's current situation by asking questions about their strengths, challenges, resources, and any relevant background information.
• Options: Invite the client to generate multiple options or strategies to achieve their goal. Encourage them to think creatively and consider different perspectives.
• Will (or Way Forward): Help the client evaluate the options and select the most suitable one(s). Develop a detailed action plan, including specific steps, timelines, and accountability measures.
• Action Planning
• Goal Setting
• Personal Growth
• Problem-solving

Target Audience:

Helpful Links:

• The GROW Model of Coaching and Mentoring - From MindTools - https://www.mindtools.com/an0fzpz/the-grow-model-of-coaching-and-mentoring  
• The GROW Framework - From NYU - https://wp.nyu.edu/coaching/tools/grow-model/  
• The GROW coaching model: What it is and how to use it - From CultureAmp - https://www.cultureamp.com/blog/grow-model-coaching  

Got feedback or input? Please share!

How it works

For Business

Join Mind Tools

Related Articles

Mutual Respect

Belbin's Team Roles

Self-Disclosure

How to Ask the Right Questions

Using Blanchard's ABCD Model of Trust

Article • 9 min read

The GROW Model of Coaching and Mentoring

A simple process for developing your people.

Written by Jonathan Hancock

Reviewed by Keith Jackson

As a leader, one of your most important roles is to coach your people to do their best. By doing this, you'll help them make better decisions, solve problems that are holding them back, learn new skills, and otherwise progress their careers.

Some people are fortunate enough to get formal training in coaching. However, many people have to develop this important skill themselves. This may sound daunting but, if you arm yourself with some proven techniques, practice, and trust your instincts, you can become a great coach.

What Is the GROW Model?

The GROW Model is a simple yet powerful framework for structuring your coaching or mentoring sessions. We'll look at how to apply it in this article, video and infographic, below.

Click here to see our animated video on the GROW Model

About the GROW Model

GROW stands for:

• Current R eality.
• O ptions (or Obstacles).
• W ill (or Way Forward).

The model was originally developed in the 1980s by business coaches Graham Alexander, Alan Fine, and Sir John Whitmore. [1]

A good way of thinking about the GROW Model is to think about how you'd plan a journey. First, you decide where you are going (the goal), and establish where you currently are (your current reality).

You then explore various routes (the options) to your destination. In the final step, establishing the will, you ensure that you're committed to making the journey, and are prepared for the obstacles that you could meet on the way.

How to Use the GROW Model of Coaching:

To structure a coaching or mentoring session using the GROW Model, take the following steps:

1. Establish the Goal

First, you and your team member need to look at the behavior that you want to change, and then structure this change as a goal that they want to achieve.

Make sure that this is a SMART goal : one that is Specific, Measurable, Attainable, Realistic, and Time-bound.

When doing this, it's useful to ask questions like:

• How will you know that your team member has achieved this goal? How will you know that the problem or issue is solved?
• Does this goal fit with their overall career objectives? And does it fit with the team's objectives?

2. Examine the Current Reality

Next, ask your team member to describe their current reality.

This is an important step. Too often, people try to solve a problem or reach a goal without fully considering their starting point. And often they're missing some information that they need in order to reach their goal effectively.

As your team member tells you about their current reality, the solution may start to emerge.

Useful coaching questions in this step include the following:

• What is happening now (what, who, when, and how often)? What is the effect or result of this?
• Have you already taken any steps toward your goal?
• Does this goal conflict with any other goals or objectives?

3. Explore the Options

Once you and your team member have explored the current reality, it's time to determine what is possible – meaning all of the possible options for reaching their objective.

Help your team member brainstorm as many good options as possible. Then, discuss these and help them decide on the best ones.

By all means, offer your own suggestions in this step. But let your team member offer suggestions first, and let them do most of the talking. It's important to guide them in the right direction, without actually making decisions for them.

Typical questions that you can use to explore options are as follows:

• What else could you do?
• What if this or that constraint were removed? Would that change things?
• What are the advantages and disadvantages of each option?
• What factors or considerations will you use to weigh the options?
• What do you need to stop doing in order to achieve this goal?
• What obstacles stand in your way?

4. Establish the Will

By examining the current reality and exploring the options, your team member will now have a good idea of how they can achieve their goal.

That's great – but in itself, this may not be enough. The final step is to get your team member to commit to specific actions in order to move forward toward their goal. In doing this, you will help them establish their will and boost their motivation.

Useful questions to ask here include:

• So, what will you do now, and after that? When? What else will you do?
• What could stop you moving forward? How will you overcome this?
• How can you keep yourself motivated?
• When do you need to review progress? Daily, weekly, monthly?

Finally, decide on a date when you'll both review their progress. This will provide some accountability, and allow them to change their approach if the original plan isn't working.

The GROW Model assumes that the coach is not an expert in the client's situation. This means that the coach must act as a facilitator, helping the client to select the best options, and not offering advice or direction. However, when leaders coach their own team members, or act as their mentor, this may not apply. In fact, it may be the leader's responsibility to use their knowledge, and to guide their team members to make decisions that suit both them and the organization.

Tips for Using the GROW Model of Coaching

Here are some helpful tips for using the GROW model:

• A great way to practice using the model is to address your own challenges and issues. By practicing on your own and getting yourself "unstuck," you'll learn how to ask the most helpful questions. Then, write down some stock questions as prompts for future coaching sessions.
• The two most important skills for a coach are the ability to ask good questions and the ability to listen effectively.
• Don't ask closed questions that call for a yes or no answer (such as "Did that cause a problem?"). Instead, ask open ones, like "What effect did that have?" Be prepared with a list of questions for each stage of the GROW process.
• Use active listening skills and let your "client" do most of the talking. Remember that silence provides valuable thinking time: you don't always have to fill silence with the next question.

An Example of the GROW Model

You're helping a team member, Julie, achieve her goals using the GROW Model.

Julie says that she would like a promotion to team leader within the next two years. This is a SMART goal – it's specific, measurable, attainable (as she already has one year of experience, and there are several team leader positions in her department), relevant (both to Julie's overall career aspirations and the team's mission), and time-bound.

You and Julie now look at her current reality. She's in an entry-level position, but she already has some of the skills needed to be a team leader. You brainstorm the additional skills that she'll need in order to be successful in a team leader role:

She needs more experience of managing other people, and experience dealing with overseas customers. She also needs to continue performing well in her role, so that she'll be considered for a promotion when one is available.

You then both review her options. To get the experience she needs, she could lead a small team on a small project. She could also spend time in the overseas team.

Finally, you establish the will. As her manager, you offer to let her lead a small team on a minor project. If she performs well, she can take on additional projects with more responsibility in the future. Julie must also approach the overseas team to arrange to spend time in that department, and continue performing well in her current role. You agree to review her progress in three months' time.

The GROW Model of Coaching and Mentoring Infographic

See the GROW Model represented in our infographic .

The GROW Model is a simple four-step process that helps you structure coaching and mentoring sessions with team members.

GROW is an acronym that stands for:

• W ill (or W ay Forward).

You can use the model to help team members improve performance, and to help them plan for and reach their longer-term career objectives.

This is your second and last free resource

Enjoy unlimited access to Mind Tools

Discover more content

Building Rapport in Coaching

Developing mutual understanding and trust

Mindful Listening

Developing awareness to listen fully

Questioning Techniques

Asking questions effectively

Building Trust Inside Your Team

Ways to improve team cohesion

Add comment

Comments (1)

schools in delhi https://ezyschooling.com/admissions/school-admission-in-delhi delhi schools https://ezyschooling.com/admissions/school-admission-in-delhi top 10 schools in delhi https://ezyschooling.com/admissions/school-admission-in-delhi top schools in delhi https://ezyschooling.com/admissions/school-admission-in-delhi best schools in delhi https://ezyschooling.com/admissions/school-admission-in-delhi top 10 schools in east delhi https://ezyschooling.com/admissions/school-admission-in-delhi top 50 schools in delhi https://ezyschooling.com/admissions/school-admission-in-delhi

about 1 year

Expense your annual subscription

Joining Mind Tools benefits you AND your organization - so why not ask your manager to expense your annual subscription?  With 20% off until end October, it's a win-win!

Sign-up to our newsletter

Subscribing to the Mind Tools newsletter will keep you up-to-date with our latest updates and newest resources.

Subscribe now

Business Skills

Personal Development

Leadership and Management

Member Extras

Key Management Skills

Most Popular

Latest Updates

Pain Points Podcast - Emotional Intelligence Pt2

Pain Points Podcast - Trauma

Mind Tools Store

About Mind Tools Content

Discover something new today

New pain points - fearless feedback.

Helpful, healthy, human conversations

Pain Points Podcast - Introverts

Finding strength in introversion

How Emotionally Intelligent Are You?

Boosting Your People Skills

Self-Assessment

What's Your Leadership Style?

Learn About the Strengths and Weaknesses of the Way You Like to Lead

Recommended for you

Make change happen with kotter's 8-step change model infographic.

Infographic Transcript

Infographic

Business Operations and Process Management

Strategy Tools

Customer Service

Business Ethics and Values

Handling Information and Data

Project Management

Knowledge Management

Self-Development and Goal Setting

Time Management

Presentation Skills

Learning Skills

Career Skills

Communication Skills

Negotiation, Persuasion and Influence

Working With Others

Difficult Conversations

Creativity Tools

Self-Management

Work-Life Balance

Stress Management and Wellbeing

Coaching and Mentoring

Change Management

Team Management

Managing Conflict

Delegation and Empowerment

Performance Management

Leadership Skills

Developing Your Team

Talent Management

Problem Solving

Decision Making

Member Podcast

Member Newsletter

Introducing the Management Skills Framework

Transparent Communication

Social Sensitivity

Self-Awareness and Self-Regulation

Team Goal Setting

Recognition

Inclusivity

Active Listening

• Our CEO Master Executive Coach
• Our Consulting Team & Coaches
• Our Advisory Board
• Our Strategic Partners
• Client Testimonials
• C.R.I.S.I.S. Leadership Book
• Abstract of Second Edition Book
• Second Edition Book
• First Edition Book
• NextGen Book
• Crisis Leadership Book (2025)
• Second Edition Book (2023)
• First Edition Book (2020)
• NextGen Book (2019)
• Board & CEO Advisory Services
• Organizational Transformation Framework
• Disruptive and Crisis Management
• Cognitive Readiness
• Culture Development
• Talent Management & Succession Planning
• Digital Transformation
• Post-Pandemic Recovery
• Leadership 360 Assessments
• L.E.A.D.E.R. Framework
• C.R.I.S.I.S. Model
• R.B.L. Framework
• “P.P.T.” Mantra
• Fourth Industrial Revolution Framework
• VUCA Framework
• LEAP Framework
• Disruptive Digital Leadership Framework
• Megatrends of Future Disruptors
• Goleman’s Leadership Framework
• Goleman’s ESI Framework
• SCORE™ Framework
• AGREE Framework
• Paragon⁷ Framework
• R.E.D. Model
• A.D.A.M. Model
• G.R.O.W. Model
• A.R.T. Framework
• HPLD Framework
• Keynote Presentation
• Online Master Programs
• Master in Disruptive Leadership (MDL)
• Master in Digital Transformation (MDT)
• CEO & C-Suite Executive Coaching
• Disruptive Leadership Masterclass
• Crisis Leadership Masterclass
• Critical Thinking Bootcamp
• Prophetic Leadership Masterclass
• HiPO Development Program
• Program for Advanced Leadership & Management (PALM)
• Udemy Online Training
• Skillsoft E-learning
• White Papers
• Research Reports
• Online Resources
• IPMA Journal
• LinkedIn Posts
• Singapore Business Review
• The Straits Times Forum

The G.R.O.W. Model for Performance Coaching

• The G.R.O.W. Model for Performance…

“The GROW model is deservedly one of the most established and successful coaching models adopted globally by professional coaches and internal managerial coaches. It is popularized by the late Sir John Whitmore in his best-selling book, Coaching for Performance. Utilizing a deceptively simple framework, the GROW model provides a powerful tool to highlight, elicit, and maximize inner potential through a series of sequential coaching conversations. The GROW model is renowned for its success in both problem-solving and goal-setting, helping to maximize and maintain personal achievement and productivity”

– sattar bawany (2023).

Conducting Managerial Coaching Conversations: Leveraging on the “GROW” Model

The original GROW model was developed in the United Kingdom by three codevelopers: Alan Fine, Sir John Whitmore, and Graham Alexander. The original material primarily consisted of the basic GROW model, which is an acronym for the four stages of an effective coaching conversation. The model was the result of the collaborative efforts of all three individuals, each having joint ownership and intellectual property rights to the work.

For all the different versions of the GROW model, the first three letters are the same:

• “G” is the “Goal” in which the managerial coach is helping the coachee (person or team member being coached) to articulate what he or she is seeking to achieve.
• “R” is the “Realities” where the coachee describes his or her current situation in consideration of the context of the challenge to be resolved or decision to be made.
• “O” is the “Options” open to the coachee through a brainstorming process with the managerial coach.
• “W” is where the coachee identifies and selects one or more options explored in the preceding phase and develops an action plan. This phase has been interpreted differently by all three codevelopers of the model. Whitmore defined it as “Will” (Whitmore 2002), Alexander defined it as “Wrap-up” (Alexander and Renshaw 2005), although he also used “Wrap-up/Way forward”—and Fine defined it as “Way Forward” (Fine 2010).

Sir John Whitmore’s GROW Model

The GROW model is based on “The Inner Game” developed by Tim Gallwey. The Inner Game is a proven method to overcome the self-imposed obstacles that prevent an individual or team from accessing their full potential. The Inner Game takes place within the mind of the player and is played against such obstacles as fear, self-doubt, lapses in focus, and limiting concepts or assumptions (Gallwey 2001).

Whitmore and Alexander brought the Inner Game to Europe, with the blessing of Gallwey after they realized the value of the Inner Game for leaders and managers of organizations. As pioneers of coaching in the workplace, they spent much of the 1980s developing the methodology, concepts, and techniques for performance improvement in organizations. Wanting to make a real difference to people, they showed how it was possible to grow not just in performance but also in learning and enjoyment. Individuals become more aware and more responsible and gained a powerful sense of purpose in their work (Whitmore 2002).

In 1986, the management consulting firm McKinsey became their client. Many of the programs they ran for McKinsey included experiential coaching work on tennis courts. The coaching was so successful at improving performance and unlocking potential that McKinsey asked them to come up with an underpinning framework of coaching—a model on which to hang what was happening on the courts and elsewhere in the programs.

The GROW model is deservedly one of the most established and successful coaching models adopted globally by professional coaches and internal managerial coaches. It is popularized by the late Sir John Whitmore in his best-selling book, Coaching for Performance (Whitmore 2002).

Today, the GROW model is also “one of the tools Google uses to teach [its] managers about coaching conversations” (re:Work with Google 2018).

Utilizing a deceptively simple framework, the GROW model provides a powerful tool to highlight, elicit, and maximize inner potential through a series of sequential coaching conversations. The GROW model is renowned for its success in both problem solving and goal setting, helping to maximize and maintain personal achievement and productivity (Bawany 2015d).

Sir John Whitmore’s GROW model, with the acronym standing for (G)oals, (R)eality, (O)ptions, and (W)ill, highlight the four key steps in the implementation of the GROW model. By working through these four stages, the GROW model raises an individual’s awareness of their aspirations, a greater understanding of their current situation, the possibilities open to them, and the actions they could take to achieve their personal and professional goals. By setting specific, measurable, and achievable goals, and a realistic time frame for their achievement, the GROW model successfully promotes confidence and self-motivation, leading to increased productivity and personal satisfaction.

The implementation of the GROW model, by using carefully structured questions, promotes a deeper awareness and responsibility and encourages proactive behavior, as well as resulting in practical techniques to accomplish goals and overcome obstacles (Bawany 2015d).

The use of continuous and progressive coaching skills support provides the structure, which ultimately helps to unlock an individual’s true potential by increasing confidence and motivation, leading to both short- and long-term benefits.

The GROW model has been seen to yield higher productivity, improved communication, better interpersonal relationships, and a better-quality working environment (Whitmore 2002).

Coaching is unlocking people’s potential to maximize their performance. It is about raising awareness and responsibility—helping them to learn rather than teaching them. The GROW model is an elegantly simple way of structuring an effective coaching conversation and, as such, has become one of the best-loved models of coaching (Performance Consultants 2018).

For the managerial coach, the key to using GROW successfully is first to spend sufficient time exploring “G” until the coachee sets a goal that is both inspirational and stretching for them, then to move flexibly through the sequence, and revisit the goal if needed. Performance Consultants International, a consulting firm cofounded by Sir John Whitmore, outlined the GROW model as follows (Performance Consultants 2018):

Step 1 of the GROW model: What are your Goals?

• Identifies and clarifies the type of goal through an understanding of ultimate goals, performance goals, and progress goals along the way.
• It provides an understanding of principal aims and aspirations.
• Clarifies the desired result from the session.

Step 2 of the GROW Model: What is the Reality?

• Assesses the current situation in terms of the action taken so far.
• Clarifies the results and effects of previously taken actions.
• It provides an understanding of internal obstacles and blocks currently preventing or limiting progression.

Step 3 of the GROW Model: What are your Options?

• Identifies the possibilities and alternatives.
• Outlines and questions a variety of strategies for progression.

Step 4 of the GROW Model: What Will you Do?

• It provides an understanding of what has been learned and what can be changed to achieve the initial goals.
• Creates a summary and plan of action for the implementation of the identified steps.
• Outline possible future obstacles.
• Considers the continued achievement of the goals and the support and development that may be required.
• Estimates the certainty of commitment to the agreed actions.
• It highlights how accountability and achievement of the goals will be ensured.

If organizations are going to be successful in improving employee performance over time, two-way conversations have to occur that allow employees to raise their level of self-awareness and identify problems and issues that prevent them from being as successful as possible through the process of performance coaching leveraging on the GROW model. If coaching is carried out effectively, individual employee performance is almost certain to increase, and as a result employee engagement, productivity, and sustainable organizational performance will be achieved in the longer term (Bawany 2016c).

In digitally driven organizations, coaching is highly effective when managers want to get buy-in from the stakeholders, particularly their direct reports when implementing change initiatives such as digital transformation at the workplace. It helps them identify when teamwork is important and to use their skills to foster it (Bawany 2020).

Reference: Sattar Bawany (2023), Leadership in Disruptive Times: Negotiating the New Balance. Business Expert Press (BEP) LLC, New York, NY. Abstract available at: https://www.disruptiveleadership.institute/second-edition-book/

Privacy Overview

Click one of our representatives below to chat on WhatsApp or send us an email to [email protected]

Need help? Please contact +65 9002 3848

• My Education

Online courses

Is your language – English?

• Network marketing
• Digital marketing
• Self-development
• Editor-in-Chief's Column
• Professional Skills of the Future
• Brave New World
• All articles

Take Lecteras online quizzes!

A sabbatical – what it is and why you and businesses need them

We all know there are vacations and dismissals, and there are also maternity leaves, resignations, sick leaves, et cetera.

• About the platform
• Methodology
• Reviews of Lectera
• For authors
• For business

Select language

Online training

Go to the course catalogue

• What is the GROW model in coaching?
• Who developed the GROW model?
• The GROW model template
• How to use the GROW model most effectively: advice from Lectera experts
• Pros and cons of the GROW model

The GROW model is a structured approach to problem solving, goal setting , teaching, and self-development. Traditionally, it is defined as a comprehensive process comprising four stages, enabling individuals to make informed decisions, address particular situations, and rapidly acquire new knowledge. The GROW model is most often used in mentoring, business training, and life coaching .

GROW is an acronym representing the four stages: G oal, R eality, O ptions, and Way Forward (or W ill). Initially, it's crucial to identify your desired results and the goal you aim to achieve. Following this, you need to assess the current situation, recognising what resources you have and what you need to reach your goal. The next step involves brainstorming for potential solutions or opportunities to implement your initial ideas. Finally, you develop a detailed plan or specific actions that will guide you towards your goal. To maximise the effectiveness of each stage, the GROW model incorporates questioning techniques, which will be discussed later.

While the GROW method might appear straightforward, it provides comprehensive and precise goal setting and the development of effective strategies to achieve those goals. This versatile tool is valuable for addressing work-related challenges and fostering self-development. Consequently, GROW is widely used for personal goals and team coaching.

The GROW model has gained significant traction in the business world over the past decade. However, it was developed in the 1980s by Sir John Whitmore, a prominent business coach in the UK. Whitmore introduced the term GROW and detailed the method in his 1992 book, "Coaching for Performance." This bestseller sold over 500,000 copies globally and was translated into 17 languages. The GROW model was later refined by business coaches and mentors Alan Fine and Graham Alexander and McKinsey senior consultant Max Landsberg, who discussed it in the 1996 book, "The Tao of Coaching."

There isn't a one-size-fits-all template for applying the GROW technique; you can adapt it to a format that suits you best. Visualising the data using a table is often the most effective way to present the information clearly.

Remember, the GROW model comprises four key factors:

G - Goal or aim.

R - Reality or actuality.

O - Options or circumstances (or decisions).

W - Will or intentions.

Following each factor, the GROW table should have four columns. In action, the model looks like this:

Let's delve into how to complete each column correctly.

The first stage is goal setting , which clearly defines what you aim to achieve with this model. Whether you're using GROW for personal use or team purposes, it's beneficial to answer the following questions at this stage:

What do I/we want to achieve?

Does this goal align with the company's overall development strategy or my personal plans? Will it help achieve new milestones?

What would be the ideal outcome?

What would be the reason for this?

How will I determine that the goal has been achieved?

What benefits will I gain by achieving this goal?

You should proceed to the second stage only after answering these questions.

The next step is to evaluate the current situation. At this stage, it's crucial to identify any problems, obstacles, or contentious issues that might hinder achieving your goal. This is particularly important because even experienced professionals can struggle to resolve difficulties if they don't thoroughly assess the situation and may overlook valuable information. Solutions emerge naturally once you or your team examine the problem and address every detail. To do this, consider answering the following questions:

What is the current situation? What are the areas of dissatisfaction?

How does the current situation impact my life, career, or team performance? What are the outcomes or effects of the current situation?

Who is involved in this?

What resources do I/we have right now?

Have any steps been taken to address the situation? What were the outcomes?

Has a similar situation occurred before?

What is hindering the resolution of the current situation?

What is missing to resolve the situation?

Examining the current situation and maintaining an objective view of reality helps you stay connected with the external environment, consciously understand what is happening, and find the most suitable solutions. This leads to the next stage: exploring new opportunities to resolve challenging situations.

At the third stage, conducting a thorough brainstorming session is crucial to explore potential future scenarios to develop the situation. Generate as many possible outcomes for the current situation as possible, considering all possibilities and alternatives. There should be numerous potential developments if the previous stage involves a comprehensive evaluation of the current situation. Use the following questions to guide this process:

What are my/our capabilities right now?

What else can I/we do?

What are the pros and cons of each option?

What challenges might arise with each option?

What steps should be taken initially?

What actions are necessary to achieve the best result? Additionally, what else should be considered?

What will happen if...?

What are the primary obstacles to achieving the goal?

How can they be overcome?

Examine the situation from every possible angle, including seemingly impossible options. You might discover a way to make them work.

The final stage involves setting your intentions. By now, you or your team should clearly understand your current situation, your goals, the potential ways to achieve them, and the obstacles in your path. The next step is to create a plan-an identifiable sequence of actions to employ your ideas and complete the GROW cycle. The following questions will help you determine where to begin:

What should be prioritised first?

What comes next? What sequence of actions is the most effective?

What is the timeline for implementing each step?

What could get in the way?

How can these problems be overcome?

How should progress be monitored?

By doing this, you'll develop a clear plan and strategy for achieving your goal. This approach allows you to systematically move from one step to the next, considering potential challenges, evaluating even the smallest details, and tracking your progress throughout the process.

We have several recommendations for each stage to ensure the GROW model yields tangible results in the near future.

Tip # 1. Use the SMART technique at the first stage

Before setting a goal, ensure it aligns with the SMART criteria:

S - Specific: The goal should be as clear and precise as possible, leaving no room for ambiguity or misinterpretation. It should be devised in a way that requires no further clarification.

M - Measurable: Assessing progress towards the goal is essential. Define the target in numerical terms. For example, instead of aiming to increase revenue, specify increasing revenue to $10,000 monthly.

A - Attainable: The goal should be realistic and achievable with the resources you have available.

R - Relevant: The goal should align with the current situation, support the overarching objective, and not hinder it. For example, instead of simply launching numerous new media advertisements, aim to attract a thousand new users, clients, or buyers through media advertising. This is a realistic and achievable goal.

T - Timely: The goal should have a clear deadline tied to an exact timeframe. For example, aim to prepare a quarterly report by the end of the month or improve KPIs within six months.

By applying the SMART criteria within the GROW framework, you'll find it much easier to observe your progress towards your goal and achieve results more quickly.

Tip #2. Use the additional SCORE model at the second stage

While gathering and organising information, identifying cause-and-effect relationships, and examining the current situation, it can be helpful to use the SCORE technique. This acronym stands for:

S - Symptom: This refers to the current information and what is happening now, whether in the overall business, a specific department of a large company, personal life, etc.

C - Cause, or why this particular situation has arisen. What led to it?

O - Outcome. This is the desired result, what needs to be achieved, why and how exactly it could be changed, and in what way?

R - Resources, what is required to rectify the situation, and the definite resources needed to accomplish the goal.

E - Effect, the anticipated outcomes and benefits of achieving the goal, such as the advantages it will provide for the company's future development.

Typically, this technique is employed for quickly gathering information and concentrating on crucial details. It is a universal method to organise the entire situation, helping you understand how to navigate from the current situation to achieving your desired outcome.

Tip # 3. Use different brainstorming techniques

It would be best to employ various brainstorming techniques to explore as many potential outcomes and alternatives as possible during the third stage. One particularly intriguing method is the "Six Thinking Hats" technique, created by British psychologist Edward de Bono. He likened an individual's perception of reality to wearing a hat. Suppose you continually wear the same hat (i.e., never change your perspective or view a situation, object, or experience with fresh eyes). In that case, your thinking will become stereotyped, leaving no room for creativity and innovation. De Bono's method addresses this issue.

You will need six participants to conduct a brainstorming session using this psychological technique (though fewer may suffice depending on your situation). Each participant will metaphorically wear a different hat. For instance, the white hat focuses on facts, objectivity, and accurate data. The person wearing this hat should strive to be impartial and independent. The red hat represents feelings and emotions. The person wearing this hat evaluates the facts from their perspective, discussing the feelings these facts evoke and how to manage them. The black hat is for the critic, who highlights all the flaws in the proposed ideas. The yellow hat is worn by the team member who seeks out positive aspects and advantages in every situation. It's crucial to highlight the benefits of various options, especially when they are scarce. The green hat represents creativity, with its wearer proposing the most unexpected and sometimes challenging solutions to the current situation. Finally, the blue hat is worn by the participant who joins the brainstorming session at the end to organise ideas and determine the outcome.

This technique can be repeated multiple times, allowing each participant to try different hats. This approach ensures that the brainstorming session yields valuable and diverse information. Additionally, gathering feedback from each participant after every session is essential.

Tip # 4. Learn to ask questions correctly

The key to effectively using the GROW model is asking questions that progressively lead you closer to your desired outcome. Each question should have a specific focus and serve as one of many steps towards achieving what was conceived at the first stage.

Aim to ask open-ended questions that invite detailed responses rather than just "yes" or "no" answers. You can pose similar questions at different stages and vary their wording, but ensure that the answers are as detailed and comprehensive as possible.

If you are a coach using the GROW model with a client, practice active listening . Encourage the client to speak more, reflect on what has been said, and revisit the topic as needed. Fully immerse yourself in the process, approaching both the formulation of questions and answers and the overall psychological climate during work using the GROW technique.

We've already established that the GROW model is a powerful tool for achieving specific results, effective not only in business and career but also in personal life and relationships with others and yourself. Let's explore the additional advantages of this model in more detail:

The GROW model enables you to divide complex tasks into smaller, more manageable, and quickly attainable goals.

Using the GROW model provides a clear action plan, enabling you to resolve even the most challenging conflicts and navigate any difficulties.

This model aids in identifying actual needs and letting go of unnecessary things.

However, every method has its drawbacks. For instance, the GROW model is often criticised for being too formal and structured. In simple terms, its rigid application rules may overlook alternative scenarios, the human factor, and psychological mechanisms in certain situations.

Learning by topic

Diversity and Inclusivity: Implementing DEI in the Company

How to implement the top corporate culture development trend in your business

Cold Sales in B2B. Pass the Secretary and Get to the DM

Cold calling principles, recommendations for building a sales funnel, client persuasion and work automation

Considering the advantages and disadvantages of the GROW model, it's essential to recognise that it is just one tool among many. That helps you gather and organise all the necessary information for decision-making. Despite its drawbacks, this methodology is widely used by coaches and managers of large companies to achieve success across various fields. The GROW model can be highly beneficial when combined with other complementary methods. It helps you organise available information, develop a sound strategy, and understand the steps needed to achieve your desired results more quickly.

Get a selection of courses for free

We will see what experience and skills you have, and we will pick the best courses.

Professions of the future

work in today's job market

By clicking the button, you are agreeing to the

By clicking the button, you are agreeing to the Terms of Use , Terms & Conditions , Privacy Policy , Distribution Conditions .

4 Steps to Achieving Your Goals Using the GROW Method

Lucid Content

Reading time: about 7 min

“A coach is someone who tells you what you don’t want to hear, who has you see what you don’t want to see, so you can be who you always knew you could be.”  —Tom Landry

When a team excels at their work and achieves results, businesses thrive. However, being a top performer isn’t always something that comes naturally for employees. In fact, almost everyone will experience some setbacks on their path to success.

Whether you’re employed by a well-established Fortune 500 corporation or one of the handful of people who comprise a promising start-up’s workforce, what’s the one thing that separates the high achievers from its average employee? It comes down to desire.

The desire to put one’s best foot forward. The desire to overcome weaknesses. And the desire to improve one’s skills in the pursuit of their goals and those of their organization.

If you seek to transform such desires into action, look no further than the GROW model.

The GROW model (or GROW method) represents the four components of purposeful decision making. As an acronym, GROW stands for:

• G: For the goal you wish to achieve.
• R: For the realities  you should consider in the context of the decision process.
• O: For the options open to you as the decision-maker.
• W: For the will (or way forward); your specific action plan to maximize the overall precision and effectiveness of the GROW model.

Managers often rely on the GROW coaching model to help employees become better at solving problems, making key decisions, and realizing goals. Given its unique inside-out development approach, the GROW process is also a great change agent for individuals.

To help you better understand the GROW model, we will briefly explore its origins and legacy as the “gold-standard framework for structuring coaching conversations.” Then, we’ll illustrate how you can immediately start using this inside out coaching model in your life.

Our story begins not in the boardroom, but on a tennis court.

A brief history of the GROW model and how it all got started

Instead of winning, he suddenly froze and failed to win another game. However, this event would lead Fine to discover a simple, yet revolutionary principle and process to inspire performance improvement in any area of life. But first, he would begin his career years later as a coach—working closely with up-and-coming tennis professionals.

Working with elite athletes, Fine recognized that the biggest obstacle to performance breakthroughs wasn’t about knowing what to do—it was about doing what you know.

Or, as he explains:

“I had believed—as most people do—that the best way to improve performance is to increase knowledge. There’s some bit of knowledge ‘out there’ you don’t have, and if you can just figure out how to get it, your performance will improve.

“The problem is, if knowledge were all it took, we’d all read the book and be incredible managers, teachers, parents, and performers. But obviously we’re not. The biggest obstacle in performance isn’t about knowing what to do; it’s doing what you know.”

Inspired by his tennis coaching experience, Fine and two other collaborators, Graham Alexander and Sir John Whitmore, would go on to create the GROW model during the 1980s—refining it into the world-renowned, inside out-development plan we have today.

How to use the GROW model to set goals and make decisions

Like any new program, your initial success with using the GROW model is dependent on familiarizing yourself with the different steps of the inside-out coaching process.

Determining a meaningful goal

Your goal(s) should be specific and measurable, as well as realistic to accomplish in a reasonable amount of time (think SMART goals ). The focus could be on improving individual performance, making an important decision, or solving a critical problem facing your organization.

Whether you’re setting a goal for yourself or using the model to coach an employee, the key to determining worthwhile objectives starts with asking specific questions, such as:

• What is motivating you to pursue this goal?
• How would you describe your ideal outcome?
• Who will benefit once you achieve the goal?

To outline your goal from beginning to end, create a timeline . Using the template below can give you a quick visual reference for staying on track toward goal completion. As you achieve milestones, use incentives or recognition to celebrate them.

Examining the current reality

At this step, it’s critical to take in the totality of the present reality—what’s happening in the moment, the context of what’s going on, and the magnitude of the situation. Why?

Too often, human nature compels us to solve a problem without all the information.

This is the time to be contemplative and reflective—encouraging the solution to slowly emerge. If coaching someone else, helpful questions to ask may include the following:

• Where are you now in relation to the goal?
• What steps have you taken towards the goal?
• What has contributed to your success so far?

Visualization can once again be a worthwhile exercise to help you better clarify your goal, the reality and the path in between. Create a  process flow to guide you through the current reality step of the GROW model and get yourself into the proper mindset.

Exploring the possible options

A critical part of the GROW process, the options step is intended to generate several paths or iterative approaches to overcome perceived barriers to the desired outcome.

When exploring your options, be open to challenging any false perceptions that may be holding you back. Pursue your objective in a manner that allows you to approach the problem with curiosity, creativity, and spontaneity. Reframe by using what-if questions:

• What if any obstacle would you choose to remove?
• What if you did nothing; what would really happen?
• What if you could get advice; who would you ask?

By the conclusion of this step, narrow down the options to one—connecting it to the desired outcome. Stay mindful of what needs to be acted upon. Again, visualization may be helpful.

Planning the way forward

Once you establish the will, you commit yourself (or the person you’re coaching) to a specific course of action. In doing so, you gain the motivation to plan a way forward.

Accountability is a key aspect of the will step. Set a firm date to review any progress that’s been made. If the original plan isn’t working, allow for time to adapt the plan and change the approach as needed. Then, summarize what’s worked (or hasn’t) by simply asking:

• What could stop you from achieving your goal?
• What will you do now to maintain the momentum?
• Will you review progress daily? Weekly? Monthly?

Consider the level of effort and sacrifice that still must be made to maintain progress toward the goal—taking into account everything you’ve learned along the way. You can visually depict these stages of the GROW process in a Kanban board , using cards to represent goals and columns for each step in the process.

Develop your potential from the inside out with Lucidchart

Whether you’re coaching employees or following your own action plan, it can be difficult to keep track of every aspect of the GROW coaching model on your own. Lucidchart makes it that much easier for you to keep all the details in one easily accessible place. Try our action plan template to get started today.

Discover a better way to visualize the progress and insights that lead to breakthrough performance. Sign up for your free account today.

About Lucidchart

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

Related articles

The ultimate goal setting process: 7 steps to creating better goals.

The process of making a goal forces you to think about the journey instead of just the destination. Take a look at the steps below to get started.

Get SMART: How to Finally Complete Your Goals with the SMART Process

Only 8% of people who set goals actually meet them. Become part of that 8% when you set SMART goals. Learn more about the SMART method and the ways that Lucidchart can help you track your progress.

Bring your bright ideas to life.

or continue with

By registering, you agree to our Terms of Service and you acknowledge that you have read and understand our Privacy Policy .

The Ultimate Guide to Using the GROW Model

Understanding the GROW Model

The four stages of the grow model.

The GROW Model consists of four stages: Goal, Reality, Options, and Will. Each stage plays a crucial role in the growth process.

Firstly, the Goal stage involves identifying and setting clear objectives . This sets the foundation for the journey ahead.

Next, we move to the Reality stage, where we assess the current situation and acknowledge any obstacles or challenges that may hinder progress.

In the Options stage, we explore different possibilities and brainstorm potential solutions. This stage encourages creative thinking and broadens the scope of possibilities.

Finally, in the Will stage, we establish commitment and action plans to bring the identified goals to life. This stage focuses on creating accountability and sustaining momentum.

The Importance of the GROW Model in Coaching

Coaching is all about empowering individuals to unlock their potential and achieve their goals. The GROW Model serves as a valuable tool in this process.

By using the GROW Model, coaches can guide their clients through a structured and systematic approach to ensure progress and growth. The model provides a framework for effective communication , goal setting, and problem-solving.

Additionally, the GROW Model encourages self-reflection and self-awareness, allowing individuals to gain insights into their strengths, limitations, and areas for improvement.

Furthermore, the GROW Model is not only beneficial in professional coaching settings but can also be applied in personal development. Individuals can leverage the framework to navigate through personal challenges, set meaningful goals, and take actionable steps towards self-improvement.

Moreover, the GROW Model promotes a holistic approach to growth by emphasizing the importance of aligning goals with values and beliefs . This alignment ensures that the goals set are not only achievable but also resonate with the individual's core principles.

Preparing to Use the GROW Model

The GROW Model, a widely used coaching framework, provides a structured approach to goal setting and problem-solving. It consists of four key stages: Goal, Reality, Options, and Will. Each stage plays a crucial role in guiding individuals towards achieving personal and professional growth.

Identifying Goals with the GROW Model

The first step in utilizing the GROW Model effectively is to clearly define the goals you want to achieve. This process involves delving deep into your aspirations, dreams, and ambitions. By articulating your desires in a clear and concise manner, you lay the foundation for a focused and purpose-driven journey.

When setting goals using the GROW Model, it is essential to adhere to the SMART criteria: Specific, Measurable, Attainable, Relevant, and Time-bound. This framework ensures that your objectives are well-defined, realistic, and equipped with a timeline for accomplishment.

By establishing SMART goals, you not only enhance the clarity of your vision but also increase the likelihood of success. The act of setting specific targets enables you to channel your energy and efforts towards meaningful outcomes.

Understanding Reality in the Context of the GROW Model

Transitioning from goal identification to the Reality stage within the GROW Model requires a candid assessment of your current circumstances. This phase demands introspection, honesty, and a willingness to confront the challenges that exist in your environment.

By gaining a comprehensive understanding of your reality, you equip yourself with valuable insights that inform your decision-making process. Recognizing the obstacles, limitations, and opportunities present in your situation empowers you to strategize effectively and adapt your approach to align with the context.

Furthermore, evaluating the resources and support systems available to you can significantly impact your journey towards goal attainment. Leveraging existing assets and seeking assistance where necessary can enhance your capabilities and bolster your resilience in the face of adversity.

Implementing the GROW Model

Developing options with the grow model.

Once you have identified your goals and assessed the reality, it's time to generate options and explore different possibilities.

This is a creative stage where you can brainstorm potential solutions, evaluate different approaches, and consider alternative perspectives. By considering a wide range of options, you increase the likelihood of finding the most effective and suitable course of action.

During this phase, it can be helpful to involve diverse perspectives and expertise to ensure a comprehensive exploration of possibilities. Collaborating with team members, mentors, or subject matter experts can bring fresh insights and innovative ideas to the table, enriching the decision-making process.

Furthermore, utilizing techniques such as mind mapping, SWOT analysis, or scenario planning can help structure your thoughts and systematically evaluate each option's strengths and weaknesses. This structured approach can lead to more informed and strategic decision-making, enhancing the quality of the chosen course of action.

Establishing the Will in the GROW Model

No matter how clear the goals and how many options you have, without establishing the will, progress may be limited. The will stage involves committing to a specific plan of action and addressing any potential barriers or challenges that may arise.

Establishing the will also involves creating accountability mechanisms and tracking progress. This ensures that you stay focused and motivated on your journey towards success.

To strengthen the will stage, it can be beneficial to set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals that provide clarity and direction. Breaking down the overarching goals into smaller, manageable tasks can make the journey less overwhelming and increase the likelihood of successful implementation.

Tips for Effective Use of the GROW Model

Common challenges and solutions in using the grow model.

While the GROW Model is highly effective, it's not without its challenges. Some common hurdles may include difficulty in setting clear goals, resistance to change, or a lack of accountability.

To overcome these challenges, it's important to communicate openly, create a supportive environment, and break down goals into smaller, manageable steps. Regular check-ins and feedback sessions can also play a vital role in keeping the momentum going.

One additional challenge that individuals may face when using the GROW Model is a lack of time management skills. Balancing work, personal life, and goal-setting can be overwhelming, leading to a feeling of being stretched too thin. To address this, it can be helpful to prioritize tasks, delegate when possible, and practice effective time management techniques such as the Pomodoro Technique.

Maximizing the Impact of the GROW Model

To maximize the impact of the GROW Model, it's essential to approach it with an open mind and a willingness to embrace change. Be prepared to challenge your assumptions, experiment with different ideas, and seek feedback from others.

Additionally, continuous learning and self-reflection are key. Regularly review your progress, celebrate your wins, and adjust your approach as needed. Remember, growth is an ongoing process.

Another way to enhance the impact of the GROW Model is to incorporate mindfulness practices into your goal-setting journey. Mindfulness can help increase self-awareness, reduce stress, and improve decision-making skills. By being present in the moment and fully engaged in the process, you can deepen your understanding of your goals and motivations.

The GROW Model in Different Contexts

Using the grow model in personal development.

The GROW Model is not only useful in coaching and professional settings but also in personal development.

Whether you're looking to enhance your skills, improve your relationships, or achieve personal milestones, the GROW Model can provide a structured and purposeful approach to guide you on your journey of self-discovery and growth.

Personal development is a continuous process of self-improvement, self-awareness, and self-discovery. By incorporating the GROW Model into your personal development journey, you can set specific goals, identify obstacles, explore different options, and create a plan of action to achieve your aspirations. This model encourages self-reflection, accountability, and progress tracking, empowering you to take charge of your personal growth and development.

Applying the GROW Model in Business Settings

In business settings, the GROW Model can be a powerful tool for managers and leaders to support their teams in achieving individual and organizational goals.

By using the GROW Model, managers can facilitate goal-setting conversations, provide guidance, and foster collaboration. This not only enhances employee development but also contributes to overall team success.

Effective communication, active listening, and empathy are key components of successfully implementing the GROW Model in business settings. Managers who embrace this model create a culture of continuous learning, feedback, and improvement within their teams. This results in increased employee engagement, motivation, and productivity, ultimately leading to the achievement of strategic business objectives.

In conclusion, the GROW Model is a versatile framework that can be applied in various contexts to foster personal and professional growth. By understanding the different stages, preparing effectively, and implementing the model with purpose, you can unlock your full potential and achieve your desired outcomes. So, start using the GROW Model today and embark on a journey of growth and success!

Ready to cultivate a workplace culture that feels like home? At Candor, we're dedicated to helping teams like yours thrive by fostering a sense of belonging and co-ownership of culture. Embrace the GROW Model and take the first step towards creating an environment where work feels like play, and culture is celebrated daily. Sign up for Free and join the community of legendary teams committed to authenticity, collaboration, and finding their happy at work. Let's grow together with Candor.

Connect and engage with your teammates

Candor makes it easy to connect and have fun with your teammates, even while you’re remote. Use Candor to do feedback, shoutouts, check-ins, and more, all in one place.

How can we help?

Feel free to share questions or feedback with our team. We will be in touch within 1 business day.

The GROW model can help you get started with coaching

Library → Models and frameworks → The GROW model of coaching

The GROW Model is a simple yet powerful framework for structuring coaching and mentoring sessions.

GROW is an acronym that stands for G oals, R eality, O ptions, and W ill – four areas that the coach can help their coachee assess, explore and define over the course of a constructive conversation.

A summary of the GROW model

The GROW Model can be applied in both professional and personal contexts. It's a powerful tool because it encourages a clear and structured approach to goal setting and problem-solving, while also promoting self-reflection and personal growth.

The success of the GROW model is largely dependent on the coach's skill at asking the right questions , actively listening, providing feedback , and guiding the conversation towards the development of a realistic and achievable action plan. It encourages the individual to take ownership of their goals and decisions, promoting increased self-confidence and personal development.

This phase involves understanding and clarifying what the coachee (the individual being coached) wants to achieve.

The goals needs to be clear, achievable, and motivating. It can be helpful to use SMART criteria (Specific, Measurable, Achievable, Relevant, and Time-bound) to establish these goals.

Be SMART: When setting goals, employing the SMART framework - Specific, Measurable, Achievable, Relevant, and Time-bound - can be extremely beneficial. A SMART goal isn't just a destination; it's a detailed roadmap that clarifies what success looks like, how it will be measured, whether it's attainable, why it's worthwhile, and by when it should be accomplished.

Think big, but keep it real: Goals should inspire and challenge the coachee. However, balancing aspiration with realism is critical. Encourage the coachee to aim high, but ensure the goal is still within their realm of control and capability. Unachievable goals can demotivate and lead to self-doubt, undermining the coaching process.

Prioritise multiple goals: Often, the coachee might have several goals. In such cases, it's important to prioritise. Which goal aligns best with their long-term vision? Which goal, when achieved, would have the most significant positive impact? These are the types of questions that can help determine the most pressing goal to focus on.

Visualise success: Ask the coachee to visualise what achieving the goal would look like - the circumstances, feelings, and impacts of that success. This can be a potent source of motivation and can help make the goal more tangible and exciting.

Stay flexible: While it's important to commit to a goal, remember that goals aren't set in stone. Circumstances change, and new information may emerge that requires the goal to be adjusted. As a coach, create an environment where the coachee feels comfortable revising their goals as needed.

Align with a team: In an organizational setting, personal goals often intersect with team or organizational objectives. When setting goals, ensure that the coachee's goals contribute positively to broader team outcomes. This not only aligns individual growth with organizational success but also promotes a culture of teamwork and shared achievement.

The Goals stage in the GROW model is your coachee’s compass - it gives direction and meaning to all subsequent stages of the coaching process. By setting clear, realistic, and inspiring goals, you provide a solid foundation for effective coaching, leading to enriched learning, personal growth, and successful outcomes.

This phase is about exploring the current situation in detail. The coach helps the coachee assess where they are at the moment in relation to the goal, and what has been done so far to reach it.

This phase can involve questioning assumptions, exploring challenges, and identifying progress already made.

The "Reality" phase of the GROW model calls for an open and honest assessment of the present situation. This stage forms the bridge between a well-defined goal and the strategic options needed to achieve it.

Understanding the reality isn’t about mere information gathering – it's about fostering an environment that invites frank dialogue, introspection, and a readiness to confront the inconvenient truths. Let’s delve deeper.

Embrace open dialogue: To uncover the true reality of a situation, fostering an environment where the coachee feels safe to be completely honest is paramount. This requires active listening, empathy, and non-judgmental response from the coach. Be patient, ask open-ended questions, and provide space for the coachee to express their thoughts and feelings fully.

Discover the story so far: The purpose of the Reality stage is not just to identify where the coachee is at present, but also to understand the journey that led them here. Encourage the coachee to reflect on past decisions, actions, and their outcomes. Questions like "What strategies have you tried so far?" or "What has been your biggest obstacle?" can yield profound insights.

Confront inconvenient truths: Reality checks often necessitate facing unpleasant facts. As a coach, balance the need for honesty with respect for the coachee’s feelings. Use tact and empathy to help them recognise their blind spots or barriers to their goal. But remember, it's crucial not to come across as condescending or critical.

See the bigger picture: While it's essential to understand the coachee's perspective thoroughly, do not disregard the larger context. In the business environment, the coachee’s reality is often intertwined with team dynamics, organizational culture, and external business conditions. Hence, the Reality stage might require looking beyond the coachee’s viewpoint to comprehend the holistic picture.

Acknowledge successes: Focusing on obstacles shouldn’t overshadow recognizing progress. Celebrate small victories and progress already made - this can provide a motivational boost and build confidence.

Beware of assumptions: It's natural to form assumptions, but unchecked, they can distort the reality. As a coach, challenge assumptions - both yours and your coachee's - and encourage evidence-based decision-making.

Exploring reality in the GROW model isn’t merely a diagnosis of the present; it’s a deeply introspective exercise. It seeks not just to comprehend the ‘where’ and the ‘what’, but also the ‘why’. It provides a fertile ground on which to construct a robust action plan, rooted in the knowledge of both the past and the present. As challenging as it may seem, it's a journey worth embarking upon.

In this phase, the coach helps the coachee brainstorm different strategies and actions to reach their goal.

The focus is on generating a wide range of options , and then narrowing these down to the most practical and achievable ones. It's important to foster creative thinking and open-mindedness in this phase.

With clear goals defined and a detailed understanding of the current reality, the next stage in the GROW model is 'Options'. This phase encourages creative brainstorming to generate a plethora of potential strategies to reach the goal. Let's delve into the intricacies of this process.

Expand the possibility space: The Options phase is all about uncovering as many routes as possible to the predefined goal. Encourage expansive thinking from your coachee, and challenge them to consider even the seemingly unfeasible ideas. The goal isn't to find the perfect solution immediately, but rather to generate a pool of possibilities from which to choose.

Creative Brainstorming: Harnessing creativity in this phase is vital. Techniques such as mind-mapping, lateral thinking, or even visual brainstorming can be employed to stimulate creative thought. These techniques help to break down mental barriers and encourage the coachee to think outside the box.

Stay independent: As a coach, it's important to guide your coachee through this brainstorming process, but it's equally important to let them lead. While you can pose probing questions or suggest different perspectives, the solutions should be largely derived from the coachee. This promotes their sense of ownership and increases their commitment to the plan of action.

Narrow down the options: After generating a broad range of options, the task then becomes one of distillation. To narrow down the options, assess each against the defined goal, their feasibility, the resources required, and their potential impact. Encourage the coachee to consider the pros and cons of each option, weighing them against one another.

Test options with 'What If' scenarios: To help in evaluating options, use hypothetical scenarios. Questions like "What if resource constraints were not an issue?" or "What if you had full support from the team?" can help uncover the most effective options, even if they might seem challenging to implement initially.

Consider a backup plan: While narrowing down options to the most effective and feasible ones is important, always keep a backup plan in mind. Circumstances can change, and having alternatives can save precious time and effort. Encourage the coachee to keep an open mind about revisiting some of the discarded options if necessary.

The Options phase of the GROW model, done right, is a powerful brainstorming exercise that not only unveils various strategies to achieve the goal but also boosts the coachee’s problem-solving skills and confidence in their ability to tackle challenges. As a coach, guiding this process can be one of the most rewarding aspects of your role.

Will (or ‘way forward’)

The final phase, also known as the ‘Way Forward’, involves commitment to concrete actions.

The coachee decides what specific steps they will take to reach their goal, and may also explore potential obstacles and ways to overcome them. The coach may also help the coachee consider how they will stay motivated and how they will know they have been successful.

The 'Will' phase of the GROW model represents the propulsion that drives the coachee from their current reality towards their set goal. It's here where a commitment to action is forged and an actionable plan is developed. But how does one turn intent into commitment and formulate an effective action plan? Let's delve into this critical stage.

Ignite the will to act: At its core, the 'Will' phase is about fostering commitment. This goes beyond just wanting to achieve a goal - it's about deciding to take action and being willing to exert effort and face potential obstacles. As a coach, your role is to stoke this fire, helping to bolster the coachee's motivation and resolve.

Transform options into actions: Having a list of options is a starting point, but this needs to be transformed into a concrete action plan. Guide your coachee in specifying what actions need to be taken, by whom, when, and in what sequence. The more specific and clear these actions, the easier it will be to implement them.

Incorporate SMART into Action Planning: Just like in goal setting, SMART criteria can be applied to action planning. Ensure each action is Specific, Measurable, Achievable, Relevant, and Time-bound. This will provide clear milestones and a timeline, making the plan more manageable and keeping the coachee on track.

Overcome resistance and build confidence: Resistance to change is a common obstacle. As a coach, help your coachee explore any fears, doubts, or concerns they may have about implementing the plan. Addressing these fears head-on can help build confidence and readiness to take action.

Build accountability and follow-through: Having a plan is one thing, but executing it is another. Regular check-ins and progress reviews can ensure follow-through. By holding the coachee accountable, you not only help them stay on track but also provide a platform for celebrating achievements and addressing any hurdles that may arise.

Revisit and refine plans as you go along: Flexibility is key in the 'Will' phase. If circumstances change or if certain actions are not producing the desired results, it's important to revisit and adjust the plan. Encourage the coachee to see this not as a setback but as a proactive strategy for achieving their goals.

The 'Will' phase is the turning point in the GROW model, where contemplation transforms into action. As a coach, you're the catalyst in this process, inspiring commitment, guiding the action planning, and providing ongoing support as the coachee embarks on their journey towards their goals. This is the stage where the magic happens, and the journey towards the goal truly begins.

More useful ideas for managers:

Assign tasks to directly responsible individuals

See where you sit on the Blake and Mouton Managerial Grid

The push-pull continuum of coaching your team members

101 coaching conversations to empower your people

Decide how to delegate with the Tannenbaum-Schmidt continuum

Use a skill/will matrix to adjust your management style

Read more in our library

Eight steps to lead a team through an important change.

A six-stage process for answering the all-important question: "what on earth just happened?"

The core dynamics of why some people get to tell other people what to do.

Discover the five factors that make a goal more motivating to strive for.

Test your ideas with a short experiment before rolling them out more widely.

Prioritise your work by deciding what a new product or process must, should, could and won't have.

The push-pull continuum in coaching

The urgent-important matrix: manage your time like a president.

Streamline hiring with effortless screening tools

Optimise your hiring process with HiPeople's AI assessments and reference checks.

In this article

What is the grow coaching model.

The GROW Model is a well-established and widely recognized coaching framework that provides a structured approach to goal setting and problem-solving. It serves as a roadmap for effective coaching conversations by breaking down the process into four key components: Goal Setting (G), Reality Assessment (R), Options Exploration (O), and Willingness to Act (W).

• ‍ Goal Setting (G) : This initial phase focuses on helping the client define their objectives and what they want to achieve. The coach assists in clarifying and formulating specific, measurable, achievable, relevant, and time-bound (SMART) goals. Goal setting lays the foundation for the coaching journey. ‍
• Reality Assessment (R) : In this step, the client examines their current situation, resources, and challenges objectively. It involves a candid assessment of the client's strengths, weaknesses, opportunities, and threats (SWOT analysis) in relation to their goals. This component provides a realistic view of the starting point for goal attainment. ‍
• Options Exploration (O) : Once the client has a clear understanding of their goals and current reality, the coaching process moves into the exploration of various options and strategies. Coaches facilitate brainstorming and creative thinking sessions to generate potential approaches. The goal is to identify a range of feasible options for achieving the client's objectives. ‍
• Willingness to Act (W) : The final component of the GROW Model focuses on commitment and action planning. It involves breaking down the selected options into specific, actionable steps and creating a detailed action plan. The client commits to taking these steps, sets timelines, and establishes accountability measures.

Importance of the GROW Model in Coaching

The GROW Model holds significant importance in coaching for several reasons:

• Clarity and Focus : It provides a clear and structured framework for coaching conversations. Clients benefit from the step-by-step process, gaining clarity on their objectives and the actions required to achieve them.
• Accountability : The GROW Model encourages clients to take ownership of their actions and decisions. It fosters a sense of responsibility for their progress, increasing the likelihood of goal attainment.
• Problem-Solving : By guiding clients through the GROW Model, coaches assist in systematic problem-solving and decision-making. It equips clients with the skills to address challenges and obstacles effectively.
• Empowerment : The GROW Model empowers clients to set and work towards their goals autonomously. It reinforces the belief that individuals have the capacity to make positive changes in their lives.
• Effective Communication : Coaches using the GROW Model can structure conversations in a way that promotes active listening and open dialogue. This enhances the quality of communication between the coach and client.
• Versatility : The GROW Model is adaptable to various coaching contexts, including personal development, business leadership, career coaching, and more. Its versatility makes it a valuable tool for coaches working across diverse domains.

The GROW Model is a powerful coaching framework that guides clients on a journey of self-discovery, goal achievement, and personal growth. Its structured approach, emphasis on accountability, and versatility make it a valuable resource for coaches dedicated to helping individuals realize their potential and aspirations.

Understanding the GROW Model Components

We will explore each of the GROW coaching model components in greater detail, providing you with a comprehensive understanding of their significance in the coaching process.

Goal Setting (G)

Goal setting is the pivotal starting point of the GROW Model. It serves as the foundation upon which the entire coaching journey is built. Effective goal setting is not just about defining what your client wants to achieve but also about shaping their aspirations in a way that maximizes clarity, motivation, and achievability.

• SMART Goals : Encourage your clients to set SMART goals—Specific, Measurable, Achievable, Relevant, and Time-bound. This framework ensures that goals are well-defined and actionable.
• Aspirational Goals : While SMART goals are crucial, also emphasize the importance of setting aspirational goals that challenge and inspire your clients. These goals tap into their inner motivations and drive.
• Goal Alignment : Ensure that the goals align with your client's values and long-term vision. When there is harmony between their goals and personal values, they are more likely to stay committed.
• Visualization : Encourage your clients to visualize the achievement of their goals. Visualization can enhance motivation and create a clear mental image of success.

Reality Assessment (R)

In the "Reality Assessment" stage, your role as a coach is to help your clients gain a deep and honest understanding of their current situation. This involves evaluating their strengths, weaknesses, opportunities, and threats (SWOT analysis) in relation to their goals.

• Active Listening : Be an attentive and empathetic listener. Allow your clients to express their thoughts and feelings about their current reality without judgment.
• SWOT Analysis : Guide your clients through a SWOT analysis to identify their internal strengths and weaknesses, as well as external opportunities and threats. This comprehensive assessment will reveal critical insights.
• Prioritization : Assist your clients in prioritizing the aspects of their current reality that require immediate attention. This helps them focus their efforts where it matters most.
• Uncover Assumptions : Encourage your clients to challenge any assumptions they may have about their current situation. Sometimes, hidden beliefs can be barriers to progress.

Options Exploration (O)

"Options Exploration" is the phase where creativity and brainstorming take center stage. You and your client will collaborate to generate a wide range of potential strategies, solutions, and actions to bridge the gap between their current reality and desired goals.

• Brainstorming : Conduct a brainstorming session where your client freely generates ideas without judgment. Encourage them to think creatively and consider even unconventional approaches.
• SWOT Analysis (Continued) : Extend the SWOT analysis to evaluate the strengths and weaknesses of each option generated during brainstorming. This systematic evaluation will help identify the most promising avenues.
• Feasibility Assessment : Work with your client to assess the feasibility and practicality of each option. Consider factors such as available resources, time constraints, and potential obstacles.
• Prioritization of Options : After generating a list of potential options, help your client prioritize them based on their alignment with goals, feasibility, and potential impact.

Willingness to Act (W)

The "Willingness to Act" phase marks the transition from planning to execution. It's about committing to specific actions, setting milestones, and establishing a clear roadmap for achieving the identified goals.

• Action Planning : Assist your client in breaking down their selected options into actionable steps. Create a structured action plan with clearly defined tasks and deadlines.
• Overcoming Barriers : Discuss potential barriers and obstacles that might arise during the implementation of the action plan. Develop strategies to address these challenges proactively.
• Accountability Measures : Establish accountability mechanisms to ensure your client stays on track. This could include regular check-ins, journaling, or involving a support network.
• Celebrate Progress : Encourage your client to celebrate small wins and milestones along the way. Recognizing progress boosts motivation and reinforces commitment.

By gaining a deep understanding of these GROW Model components and mastering the techniques associated with each, you'll be better equipped to guide your clients effectively through their coaching journey.

How to Apply the GROW Model in Coaching?

Let's delve into the practical application of the GROW coaching model in coaching. You'll discover a step-by-step guide to effectively using the GROW Model in your coaching sessions, as well as insights into common challenges you may encounter and how to address them.

1. Establish a Coaching Agreement

Before diving into the GROW Model, it's crucial to set clear expectations with your client. Discuss the coaching process, confidentiality, goals, and what they hope to achieve through coaching. This agreement builds trust and aligns both parties' intentions.

2. Goal Setting (G)

• Clarify the Desired Outcome : Begin by asking your client, "What do you want to achieve?" Encourage them to articulate their goals clearly.
• SMART Goals : Help your client refine their goals to ensure they are Specific, Measurable, Achievable, Relevant, and Time-bound.
• Explore Motivation : Dig deeper to understand why these goals matter to them. What's the emotional and personal significance behind these objectives?

3. Reality Assessment (R)

• Current Reality Exploration : Invite your client to describe their current situation in detail. Encourage them to be honest about strengths, weaknesses, opportunities, and threats.
• SWOT Analysis : Use the SWOT analysis to organize the information and gain a comprehensive view of their reality.
• Gap Analysis : Help your client identify the gaps between their current reality and desired goals. This highlights areas that need attention.

4. Options Exploration (O)

• Generate Ideas : Engage in a brainstorming session to generate a variety of options and strategies to bridge the gap. Encourage creativity and open-mindedness.
• Evaluate Options : Review the generated options, considering their feasibility, alignment with goals, and potential impact.
• Prioritize : Collaborate with your client to select the most promising options. Discuss which ones they are most willing and capable of pursuing.

5. Willingness to Act (W)

• Action Planning : Break down the chosen options into specific, actionable steps. Create a detailed action plan that includes tasks, deadlines, and responsibilities.
• Overcoming Barriers : Discuss potential obstacles that may arise during implementation and develop strategies to overcome them.
• Accountability : Establish a system for accountability. Determine how and when you will track progress and provide support.
• Celebrate Progress : Remind your client to celebrate small wins and achievements along the way. This reinforces their commitment and motivation.

6. Regular Coaching Sessions

Throughout the coaching engagement, schedule regular sessions to review progress, make adjustments to the action plan as needed, and provide guidance and support. These sessions are essential for keeping your client on track and motivated.

Common Challenges in Applying the GROW Model

While the GROW Model is a valuable coaching framework, you may encounter some common challenges during its application:

1. Resistance to Change

Clients may initially resist exploring new options or taking action, especially if it involves stepping out of their comfort zone. To address this:

• Foster a safe and non-judgmental environment for open discussion.
• Help clients explore the benefits and consequences of change.
• Highlight the potential rewards and growth that come with embracing change.

2. Lack of Clarity

Some clients may struggle to define clear and specific goals or may have vague aspirations. To tackle this challenge:

• Use probing questions to help clients clarify their objectives.
• Encourage visualizations and storytelling to create a vivid picture of their desired future.
• Break down broad goals into smaller, manageable steps for clarity.

3. Goal Misalignment

Clients may set goals that are not aligned with their values or long-term vision. To realign goals:

• Explore the underlying motivations behind their goals.
• Discuss how achieving these goals contributes to their larger life purpose.
• Encourage them to adjust their goals if needed to ensure alignment.

4. Lack of Accountability

Maintaining motivation and accountability can be difficult for some clients. To foster accountability:

• Set up regular check-in sessions to track progress.
• Help clients establish their own accountability mechanisms, such as journaling or sharing goals with a friend.
• Remind clients of the importance of their goals and the positive impact they can achieve.

By following the step-by-step guide and addressing these common challenges, you can effectively apply the GROW Model in coaching and guide your clients towards achieving their desired outcomes.

GROW Model Variations and Adaptations

The GROW coaching model is a versatile coaching framework that can be adapted to various contexts and tailored to individual needs.

GROW Model for Personal Development

Coaching isn't limited to business or career goals; it can also be a powerful tool for personal development and growth. The GROW Model can be effectively applied to help individuals enhance their personal lives and well-being.

Key Elements of GROW for Personal Development

• Personal Goals : In this context, the focus is on setting personal development goals , such as improving self-confidence, achieving work-life balance, or developing better communication skills.
• Self-Reflection : Encourage clients to engage in self-reflection to gain insights into their strengths, weaknesses, and personal values.
• Lifestyle Changes : Explore strategies for making positive lifestyle changes, whether it's adopting healthier habits, managing stress, or improving relationships.
• Well-being Metrics : Use well-being assessments and metrics to track progress and ensure that personal development goals are being met.

GROW Model in Business and Leadership

The GROW Model is widely embraced in the business and leadership coaching world due to its structured approach to goal setting and problem-solving.

Key Elements of GROW in Business and Leadership

• Leadership Development : Help leaders define their leadership goals, whether it's becoming more effective communicators, building high-performing teams, or mastering strategic decision-making.
• Performance Improvement : Work with individuals or teams to identify performance gaps and develop strategies to enhance productivity, innovation, and efficiency.
• Conflict Resolution : Guide leaders in addressing and resolving workplace conflicts constructively, fostering a harmonious and productive work environment.
• Succession Planning : Assist organizations in grooming future leaders by identifying and developing leadership talent within the company.

GROW Model for Career Coaching

Career coaching is a natural fit for the GROW Model, as it empowers individuals to clarify their career objectives and navigate their professional journey effectively.

Key Elements of GROW in Career Coaching

• Career Transitions : Assist clients in making career transitions, whether it's changing careers, advancing within their current organization, or launching entrepreneurial ventures.
• Skill Development : Identify skill gaps and facilitate skill development plans to help clients progress in their careers.
• Networking and Branding : Coach clients on building strong professional networks, personal branding, and effective job search strategies.
• Interview Preparation : Prepare clients for job interviews, helping them articulate their strengths and value proposition to potential employers.

Examples of GROW Model Coaching

To provide a clearer understanding of how the GROW Model is applied in real-life coaching scenarios, let's explore a few practical examples across different contexts:

Example 1: Personal Development Coaching

Client's Goal : Improve self-confidence and overcome public speaking anxiety.

GROW Model Application :

• Goal Setting (G) : The coach helps the client define a specific goal: "Deliver a five-minute presentation at the upcoming team meeting without feeling anxious."
• Reality Assessment (R) : The coach encourages the client to reflect on their current reality. The client admits to feeling nervous, experiencing rapid heartbeats, and avoiding speaking engagements.
• Options Exploration (O) : Together, they brainstorm various strategies, such as joining a public speaking club, practicing deep breathing exercises, and seeking mentorship from a seasoned speaker.
• Willingness to Act (W) : The client commits to joining a public speaking club, practicing daily, and seeking feedback from colleagues. They set a timeline for their actions.

Example 2: Business Leadership Coaching

Client's Goal : Enhance leadership skills and improve team collaboration.

• Goal Setting (G) : The coach assists the client in defining a clear goal: "Lead a cross-functional team to successfully launch a new product within six months."
• Reality Assessment (R) : The coach prompts the client to assess their current leadership style and team dynamics. The client identifies areas for improvement , such as communication gaps and low team morale.
• Options Exploration (O) : They explore leadership development opportunities, such as leadership workshops, team-building activities, and regular one-on-one meetings with team members.
• Willingness to Act (W) : The client commits to attending leadership workshops, initiating weekly team-building sessions, and conducting regular feedback sessions with team members. They set milestones for each action.

Example 3: Career Coaching

Client's Goal : Transition from a corporate career to entrepreneurship.

• Goal Setting (G) : The coach works with the client to set a specific goal: "Launch a successful e-commerce business within one year."
• Reality Assessment (R) : The client evaluates their current career and financial situation, acknowledging their desire for more autonomy and a new challenge.
• Options Exploration (O) : They brainstorm potential business ideas, research market opportunities, and consider steps such as business planning, acquiring relevant skills, and networking.
• Willingness to Act (W) : The client commits to enrolling in an entrepreneurship course, conducting market research, creating a business plan, and seeking guidance from mentors. They establish deadlines for each task.

These examples demonstrate how the GROW Model can be adapted to address a wide range of goals, from personal development to business leadership and career transitions. By following the structured GROW process, coaches can guide clients effectively, helping them set clear goals, assess their current realities, explore options, and commit to action plans tailored to their unique needs and aspirations.

As you gain experience in applying the GROW Model, you'll develop the expertise to navigate diverse coaching scenarios and empower clients to achieve their objectives successfully.

Cultural Considerations in Using the GROW Model

Cultural sensitivity is paramount when applying the GROW Model, as coaching often takes place in diverse and multicultural settings. Consider the following aspects:

Cultural Awareness

• Cultural Norms : Be mindful of cultural norms and values that may influence a client's goals, communication style, and decision-making.
• Language : Ensure effective communication by addressing language barriers and preferences. Offer coaching in the client's preferred language if possible.

Customization

• Adaptation : Customize the coaching approach to align with the client's cultural background and expectations. Some cultures may value collective goals and group dynamics, while others prioritize individual achievement.
• Respect : Show respect for cultural differences and be open to learning about your client's culture. This demonstrates your commitment to understanding and supporting their unique needs.

Inclusivity

• Inclusive Coaching : Create an inclusive coaching environment that welcomes diverse perspectives and experiences. Encourage clients to share their cultural insights and how they impact their goals.
• Cultural Competency : Invest in your own cultural competency by educating yourself about different cultures and how they may influence coaching dynamics.

By recognizing the versatility of the GROW Model and being culturally sensitive in its application, coaches can better meet the diverse needs of their clients.

Tips for Effective GROW Model Coaching

We've gathered essential tips and strategies for conducting effective coaching using the GROW Model. These tips will help you maximize the impact of your coaching sessions and build strong relationships with your clients.

Active Listening Techniques

Active listening is a fundamental skill for any coach using the GROW Model. It involves not only hearing the words your client is saying but also understanding their emotions, motivations, and underlying concerns.

• Paraphrasing : Repeat back what your client has said in your own words. This demonstrates that you are attentive and ensures that you've correctly understood their perspective.
• Reflective Listening : Reflect the emotions your client is expressing. For example, you can say, "It sounds like you're feeling frustrated about the current situation."
• Empathetic Listening : Put yourself in your client's shoes and try to understand their feelings and point of view. Empathy helps you connect on a deeper level.
• Ask Clarifying Questions : If something is unclear, ask open-ended questions to gain more insight. For instance, "Could you tell me more about how that makes you feel?"

Questioning Strategies

Effective questioning is a powerful tool for helping your clients explore their thoughts, feelings, and options more deeply. Well-crafted questions can open up new perspectives and insights.

• Open-Ended Questions : Use questions that cannot be answered with a simple "yes" or "no." These encourage clients to share more information and insights.
• Probing Questions : Dig deeper by asking follow-up questions that explore the why, how, and what-if aspects of the client's statements. For example, "Why is this goal important to you?"
• Scaling Questions : Assess the client's level of commitment or progress on a scale of 1 to 10. For instance, "On a scale of 1 to 10, how committed are you to taking this action?"
• Hypothetical Questions : Encourage clients to consider alternative scenarios and perspectives. For instance, "What would happen if you chose a different approach?"

Building Rapport with Clients

Building a strong rapport with your clients is essential for trust and effective coaching. Rapport creates a safe and open environment for clients to share and grow.

• Active Engagement : Show genuine interest in your client's well-being and goals. Be fully present during coaching sessions.
• Empathy : Demonstrate understanding and empathy towards your client's challenges and emotions. Acknowledge their feelings without judgment.
• Respect and Trust : Treat your client with respect and maintain confidentiality. Trust is the foundation of any coaching relationship.
• Authenticity : Be authentic and true to yourself as a coach. Clients appreciate sincerity and honesty.

Monitoring Progress and Accountability

Tracking progress and holding clients accountable for their actions are vital aspects of the GROW Model coaching process. It ensures that clients stay on course and make consistent strides toward their goals.

• Establish Milestones : Break down the action plan into smaller milestones or checkpoints. This allows you and your client to celebrate progress along the way.
• Regular Check-Ins : Schedule regular coaching sessions to review and assess progress. Use these sessions to discuss challenges, adjustments, and successes.
• Accountability Measures : Determine how you and your client will hold each other accountable. This might involve setting up reminders, sharing progress reports, or involving a support network.
• Feedback and Reflection : Encourage clients to reflect on their experiences and provide feedback on what is and isn't working. Use this feedback to make necessary adjustments to the action plan.

By honing your active listening skills, employing effective questioning techniques, building strong rapport, and implementing robust progress monitoring and accountability measures, you can enhance the overall effectiveness of your coaching using the GROW Model.

How to Measure Success with the GROW Model?

Measuring success in coaching is essential to assess the impact of the GROW Model and to ensure that clients are making progress toward their goals.

Key Performance Indicators (KPIs) for GROW Model Coaching

Key Performance Indicators (KPIs) are measurable metrics that help gauge the effectiveness of coaching using the GROW Model. These KPIs provide tangible evidence of progress and success.

• Goal Achievement : The most straightforward KPI is whether the client has achieved their set goals. This can be measured by comparing the initial goals with the outcomes achieved.
• Progress Tracking : Monitor the progress made toward specific action steps and milestones. You can use a quantitative scale (e.g., completed actions out of total actions) to measure progress.
• Client Satisfaction : Assess client satisfaction through regular feedback surveys or discussions. Ask clients to rate their coaching experience and whether they feel they are making meaningful progress.
• Behavioral Changes : Observe and measure any observable behavioral changes in the client. Are they implementing new strategies, making different decisions, or demonstrating improved skills?
• Self-Reflection and Insight : Gauge the depth of self-reflection and insight gained by the client. Are they more self-aware, and do they demonstrate an understanding of their strengths and weaknesses?
• Time Management : For goals with specific timeframes, measure how effectively the client manages their time to meet deadlines and achieve their objectives.
• Stress Reduction : If stress reduction is a goal, assess stress levels and coping mechanisms before and after coaching to determine improvements.
• Communication Skills : If improving communication is a goal, evaluate changes in the client's communication style, such as active listening, clarity, and empathy.
• Feedback Integration : Assess the client's ability to incorporate feedback and adapt to changing circumstances, indicating their agility and growth.
• Client Testimonials : Collect qualitative feedback from clients in the form of testimonials or case studies to illustrate the impact of coaching on their lives or careers.

It's important to customize KPIs to align with the specific goals and objectives of each coaching engagement. Regularly track these KPIs to measure the impact of your coaching and make adjustments as necessary to ensure client success.

Client Feedback and Evaluation

Client feedback and evaluation are invaluable tools for assessing the effectiveness of GROW Model coaching. Soliciting feedback and conducting evaluations allow coaches to gain insights into the client's perspective and continuously improve their coaching approach.

• Feedback Surveys : Create anonymous feedback surveys that clients can complete at various stages of the coaching process. Ask about their coaching experience, progress, and areas for improvement.
• Regular Check-Ins : Dedicate time in coaching sessions to discuss the client's experience and satisfaction. Encourage open and honest communication.
• 360-Degree Feedback : If the coaching involves leadership or team development, gather feedback from colleagues and superiors to assess changes in behavior and leadership skills.
• Self-Assessment : Have clients assess their own progress and satisfaction periodically. This self-evaluation provides insights into their perceptions of growth.
• Exit Interviews : Conduct exit interviews at the conclusion of the coaching engagement to gather comprehensive feedback on the overall impact of coaching.
• Goal Reassessment : Periodically review and reassess the client's goals to ensure they remain aligned with their evolving needs and aspirations.
• Action Plan Review : Assess the effectiveness of the action plan by discussing whether the planned actions led to the desired outcomes.
• Coaching Journal : Encourage clients to maintain a coaching journal where they record their thoughts, reflections, and progress. Reviewing this journal can provide valuable insights.

Client feedback and evaluation should be an ongoing and iterative process throughout the coaching engagement. It not only helps measure success but also fosters a collaborative and reflective coaching relationship.

By effectively measuring success through KPIs and gathering client feedback and evaluation, you can continuously improve your coaching practice and ensure that the GROW Model delivers meaningful results for your clients. In conclusion, let's recap the benefits of the GROW Model and explore potential future trends in coaching using this framework.

The GROW coaching model is a versatile and effective coaching framework that empowers individuals to set clear goals, understand their current realities, explore options, and take meaningful action. Whether you're a coach looking to enhance your skills or someone seeking guidance in personal development, business, or career growth, the GROW Model provides a structured path to success.

By actively listening, asking the right questions, building rapport, monitoring progress, and gathering client feedback, you can maximize the impact of your coaching using the GROW Model. It's a powerful tool that fosters personal and professional growth, ultimately helping individuals achieve their aspirations and lead more fulfilling lives.

Free resources

Top 15 Pre-Employment Testing Hacks For Recruiters

Unlock the secrets to streamlined hiring with expert strategies to ace pre-employment testing, identify top talent, and make informed recruiting decisions!

How to Find Candidates With Strong Attention to Detail?

Unlock the secrets to discovering top talent who excel in precision and thoroughness, ensuring you have a team of individuals dedicated to excellence!

How to Reduce Time to Hire: 15 Effective Ways

Unlock the secrets to streamlining your recruitment process. Discover proven strategies to slash your time to hire and secure top talent efficiently!

How to Create a Bias-Free Hiring Process?

Unlock the key to fostering an inclusive workplace. Discover expert insights & strategies to craft a hiring process that champions diversity and eliminates bias!

Hiring Compliance: A Step-by-Step Guide for HR Teams

Navigate the intricate landscape of hiring regulations effortlessly, ensuring your recruitment processes adhere to legal standards and streamline your hiring!

Data-Driven Recruiting: How to Predict Job Fit?

Unlock the secrets to data-driven recruiting success. Discover proven strategies for predicting job fit accurately and revolutionizing your hiring process!

You may also like

Interviewer Bias

Cognitive Bias

Selection Bias

Unlock the next level of your recruiting workflows.

The Right Questions

How to use the grow model, the grow process for coaching, problem-solving and setting goals, 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:

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?’

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.’

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.

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.

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.

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

• 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.

10 thoughts on “ How to Use the GROW Model ”

• Pingback: How to Set Goals, Tasks and Milestones When Planning
• Pingback: How to Pick the Right Leadership Style - The Right Questions
• Pingback: How to Make Better Decisions in 10 Steps
• Pingback: 9 Insightful Questions To Figure Out Your Life Goals
• Pingback: The 36 Proven Decision-Making Tools That I Most Recommend
• Pingback: 10 Simple Tools to Bolster Your Productivity, Leadership and Decision-Making

Good Publication

• Pingback: 10 Common Work Meetings and How to Facilitate Them
• Pingback: The Right Questions Framework Guide

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Notify me of follow-up comments by email.

Notify me of new posts by email.

This site uses Akismet to reduce spam. Learn how your comment data is processed .

The Leading Source of Insights On Business Model Strategy & Tech Business Models

Though no single individual can claim to have created the GROW model, writers Graham Alexander and Alan Fine together with racing car champion John Whitmore played a significant part in developing the framework during the 80s and 90s. The GROW model is a simple way to set goals and solve problems during coaching sessions through four stages: goal, reality, options, and will (way forward).

What Is The GROW Model? The GROW Model In A Nutshell

Though no single individual can claim to have created the GROW model , writers Graham Alexander and Alan Fine together with racing car champion John Whitmore played a significant part in developing the framework during the 80s and 90s. The GROW model is a simple way to set goals and solve problems during coaching sessions through four stages: goal, reality, options, and will (way forward).

Table of Contents

Understanding the GROW model

The GROW model helps leaders and managers develop their subordinates or institute behavioral change.

Through feedback and positive reinforcement, the simple-to-use model encourages the learner to bridge the gap between their current state and a desired, future state.

Such is the success of the coaching framework that it forms the basis of similar approaches such as the ACHIEVE model and A3 problem-solving.

The four stages of a GROW model coaching session

GROW is an acronym for the four stages the teacher must guide the learner through in a conversation.

Collectively, the stages signify a metaphorical journey:

• Stage 1 – Goal

To begin the journey, a goal must first dictate where the learner is going.

These include short-term goals for every session and longer-term goals that define central themes. 

Clarity on goal setting can be enhanced by asking:

• What is important to the learner with respect to the overarching theme?
• What will reaching the goal give them or enable them to do?
• How will they know when the goal has been achieved? Alternatively, how will they know when the problem has been solved?
• Stage 2 – Reality

During the second stage, the instructor needs to encourage the student to consider obstacles that have been holding them back.

This phase is important because it can unearth hidden fears or convictions the student may have been unable to previously verbalize.

Furthermore, cognitive biases can be debunked using objective evidence or feedback.

Exploratory questions include:

• What is happening (to the learner) now?
• What, when, with whom, and how often?
• Why is the theme a problem? Include concrete examples as supporting evidence.
• Is the theme continually a problem, or are there situations where the learner succeeds?
• What are the defining factors? That is, what are the factors capable of making a difference?
• Stage 3 – Options

At this point, the coach must determine how the student can bridge the gap between the current and desired state.

Students ought to be encouraged to think positively about their goals and list multiple ways for achieving them.

In other words:

• What options does the learner have?
• Who could help them achieve their goals?
• How can they become enthused or motivated to achieve their goals?
• What might their friends, colleagues, superiors, or significant other suggest?
• Stage 4 – Will (Way Forward)

In the final stage, the coach helps the student identify a specific set of actions and importantly, commit to them.

Commitment and success can be increased by the pair working together to accommodate busy schedules or make the tasks more exciting and engaging.

Ideally, the student should leave every session with at least one goal.

Stage 4 questions can be adapted from those asked in the previous stage. That is, the teacher can ask the student what they will do instead of what they could do. 

Other helpful conversation starters include:

• What could the learner do as a first step to get the ball rolling?
• What actions are non-negotiable and need to be taken?
• How does the learner feel about their actions? What would it take to get excited?
• How might commitment be measured and monitored? How will the commitment be maintained during periods of low motivation or distraction?
• What are three things the learner is willing to do to support themselves?
• How would they like to be held accountable for their actions?
• How might the learners sabotage themselves, unintentionally or otherwise?

How to Use the GROW Model:

The GROW Model can be applied effectively by following these steps:

1. Establish Trust and Rapport:

• Create a safe and open environment for the coaching conversation. Build trust and rapport with the individual or team you are coaching.

2. Define the Goal (G):

• Clearly identify and articulate the specific goal or outcome that the individual wants to achieve. Ensure that the goal is SMART (Specific, Measurable, Achievable, Relevant, Time-bound).

3. Explore the Current Reality (R):

• Encourage the individual to reflect on their current situation. Ask open-ended questions to help them assess where they are in relation to their goal. This stage should be based on facts and a realistic assessment of their circumstances.

4. Generate Options (O):

• Facilitate a brainstorming session to explore various options and potential solutions for achieving the goal. Encourage creativity and consider different perspectives. Avoid judgment or premature evaluation during this stage.

5. Determine the Way Forward (W):

• Help the individual or team develop a concrete action plan. Define specific steps, set deadlines, allocate responsibilities, and establish measures of success. Ensure that the plan is realistic and achievable.

6. Review and Follow-Up:

• Regularly review progress toward the goal and make any necessary adjustments to the action plan. Provide ongoing support, feedback, and accountability as needed.

What to Expect from Using the GROW Model:

Using the GROW Model can lead to several outcomes and benefits:

1. Clarity of Goals:

• Individuals gain a clear and well-defined understanding of their goals and objectives.

2. Realistic Assessment:

• The model promotes a realistic assessment of the current situation, identifying obstacles and challenges.

3. Enhanced Problem-Solving:

• By exploring options and generating alternatives, individuals develop effective problem-solving skills.

4. Action-Oriented:

• The GROW Model encourages individuals to take concrete actions toward achieving their goals.

5. Accountability:

• It establishes accountability through defined action plans and regular reviews.

6. Improved Communication:

• The structured approach enhances communication and collaboration between coaches and individuals or within teams.

In conclusion, the GROW Model is a valuable coaching and problem-solving framework that can help individuals and teams set and achieve their goals. By following the structured process of defining goals, exploring reality, generating options, and determining the way forward, individuals can gain clarity, develop effective strategies, and take action toward their desired outcomes. When applied effectively, the GROW Model can lead to improved performance, enhanced problem-solving skills, and greater goal attainment.

GROW coaching model examples

In the introduction, we mentioned that the GROW coaching model was used as a personal development tool for subordinates in collaboration with their superiors.

In truth, however, the model can be used in many other contexts. Some of these are listed in this section.

Individual goals

The model can be used by individuals outside the workplace to explore their motivation towards more private goals.

For example, someone who has difficulty saving money may use it to help them become enthused and motivated enough to save for a new house. 

Similarly, an individual who has made numerous attempts to lose weight in the past can use the GROW model to commit to an exercise plan and overcome certain self-imposed obstacles.

Groups and teams

The model also works for groups and teams and helps, whether that be teams of employees in an office or a team of professional sports players.

Whatever the context, it is very simple to adapt the individual-centric nature of the GROW model to multiple individuals. 

This builds teamwork, collaboration, and improves morale since each member is striving toward the same goal and understands their role in helping the team achieve that goal.

Parents and teachers

While teachers must earn various forms of accreditation before they are qualified, parents often find themselves looking after their children with very little experience in coaching or assisting them in realizing their potential. 

To help children identify their values and strive toward meaningful goals, parents can use the GROW model in conjunction with the Socratic questioning technique.

This form of guided inquiry encourages parents to ask questions without a personal agenda.

Socratic questioning can also be used by teachers in the classroom to understand their students’ perspectives better.

Additional Case Studies

• Goal (G) : The client’s goal is to improve overall health and well-being. This may include objectives like weight loss, increased fitness, or stress reduction.
• Reality (R) : Assess the client’s current health status, including lifestyle habits, diet, exercise routine, and stress levels. Identify existing barriers to wellness.
• Options (O) : Explore various approaches to achieving wellness, such as nutrition plans, exercise routines, stress management techniques, and potential lifestyle changes.
• Will (W) : Develop a concrete plan with the client, including specific actions, timelines, and accountability measures. Ensure the client commits to the plan.
• Goal (G) : Define financial objectives, such as saving for retirement, reducing debt, or building an investment portfolio.
• Reality (R) : Evaluate the client’s current financial situation, including income , expenses, assets, and liabilities. Identify financial challenges and habits.
• Options (O) : Brainstorm investment strategies, budgeting techniques, debt reduction plans, and potential income -generating opportunities.
• Will (W) : Create a customized financial plan that includes actionable steps, savings goals, and investment decisions. Ensure the client is committed to following the plan.
• Goal (G) : Set entrepreneurial goals, such as increasing revenue, expanding market reach, or launching a new product or service.
• Reality (R) : Assess the current state of the business, including financials, market position, competition, and operational challenges.
• Options (O) : Explore growth strategies, marketing approaches, product/service innovations, and potential partnerships or investments.
• Will (W) : Develop an actionable growth plan with specific milestones, marketing campaigns, and financial projections. Ensure the entrepreneur is committed to executing the plan.
• Goal (G) : Define career goals, such as securing a promotion, switching careers, or acquiring new skills.
• Reality (R) : Evaluate the client’s current job, skills, achievements, and career challenges. Identify areas for improvement or development.
• Options (O) : Explore career advancement strategies, skill-building opportunities, networking, and potential job transitions.
• Will (W) : Create a career development plan with specific actions, skill acquisition milestones, and networking goals. Ensure the client is committed to advancing their career.
• Goal (G) : Set relationship goals, which may include improving communication, resolving conflicts, or strengthening emotional bonds.
• Reality (R) : Assess the current state of the relationship, including communication patterns, conflicts, and areas of dissatisfaction.
• Options (O) : Explore relationship-building strategies, effective communication techniques, conflict resolution methods, and ways to nurture the relationship.
• Will (W) : Develop an action plan for the couple or individual to implement relationship improvements. Ensure commitment to ongoing efforts and communication.

GROW coaching model adaptations

Two further examples of the CROW coaching model can be provided by looking at how the original model has been adapted. 

TGROW model

The TGROW model is very similar to the GROW model but with one key difference.

Before the coachee identifies where they are heading in the goal stage, they are first called upon to define a broad topic (T) they would like to address.

This initial phase is important because it enables the coachee and indeed the coacher to better understand the scale of the topic and why it is important to the coachee’s long-term vision .

In some instances, unrelated issues may surface that the coachee did not anticipate and the focus of the entire process may be adapted to suit.

GROWTH model

The GROWTH model adds Tactics (T) and Habits (H) to the standard GROW model .

As you may have guessed, these extra steps increase the likelihood of goal attainment.

Tactics deal with the specific steps the client will need to undertake while habits clarify how success will be maintained and help the coachee avoid complacency.

In the best-case scenario, tactics and habits increase buy-in and commitment as the resultant plan is specific, precise, and clarifies incremental actions that help the coachee stay on track.

Key takeaways

• The GROW model is a simple yet reflective way for students to set goals and solve problems during coaching sessions.
• The GROW model is used by managerial staff to develop subordinates and institute behavioral change through positive reinforcement.
• The GROW model is based on four stages that comprise a metaphorical journey of learning: goal, reality, options, and will. Each works together to help the student determine their future desired state, plan how they will get there, and navigate obstacles. 

Key Highlights

• GROW Model : Co-developed by Graham Alexander, Alan Fine, and John Whitmore, the GROW model is a coaching framework used to set goals and solve problems. It helps leaders and managers develop their subordinates or institute behavioral change through positive reinforcement.
• Four Stages of the GROW Model : The GROW model consists of four stages: Goal, Reality, Options, and Will (Way Forward). These stages guide the learner through a conversation and help them bridge the gap between their current state and the desired future state.
• GROW Coaching Model Examples : The GROW model can be used in various contexts, including individual goals, groups and teams, and by parents and teachers to help children identify their values and strive toward meaningful goals. It can also be adapted to include tactics and habits for better goal attainment.
• TGROW Model : The TGROW model is similar to the GROW model , but it adds an initial step where the coachee defines a broad topic they would like to address before identifying their specific goal.
• GROWTH Model : The GROWTH model expands on the GROW model by including Tactics and Habits. Tactics specify the specific steps the coachee will need to take, while Habits focus on how success will be maintained and how to avoid complacency.
• Key Takeaways : The GROW model is a valuable coaching tool that helps individuals set clear and compelling goals, identify obstacles, explore options, and commit to specific actions to achieve their desired future state. It is widely used by leaders and managers to foster personal development and achieve behavioral change.

What are the four stages of the GROW model?

The four stages of the GROW model are:

What are some GROW model examples?

Some GROW model examples comprise:

• Individual goals are used outside the workplace to explore individuals’ motivation towards more private goals.
• Groups and teams :  it is straightforward to adapt the individual-centric nature of the GROW  model  to multiple individuals. 
• Parents and teachers : To help children identify their values and strive toward meaningful goals, parents can use the GROW  model  in conjunction with the Socratic questioning technique.

What are some adaptations of the GROW model?

Variations and adaptations of the GROW model comprise:

• TGROW model is the same as the GROW model , but it adds a “T” to define a broad topic (T) they would like to address.
• GROWTH model is a variation and adaptation of the GROW model , which adds Tactics (T) and Habits (H) to the standard GROW  model .

Connected Leadership Concepts And Frameworks

Leadership Styles

Leadership styles encompass the behavioral qualities of a leader. These qualities are commonly used to direct, motivate, or manage groups of people. Some of the most recognized leadership styles include Autocratic, Democratic, or Laissez-Faire leadership styles.

Agile Leadership

Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles. 

Adaptive Leadership

Adaptive leadership is a model used by leaders to help individuals adapt to complex or rapidly changing environments. Adaptive leadership is defined by three core components (precious or expendable, experimentation and smart risks, disciplined assessment). Growth occurs when an organization discards ineffective ways of operating. Then, active leaders implement new initiatives and monitor their impact.

Blue Ocean Leadership

Authors and strategy experts Chan Kim and Renée Mauborgne developed the idea of blue ocean leadership. In the same way that Kim and Mauborgne’s blue ocean strategy enables companies to create uncontested market space, blue ocean leadership allows companies to benefit from unrealized employee talent and potential.

Delegative Leadership

Developed by business consultants Kenneth Blanchard and Paul Hersey in the 1960s, delegative leadership is a leadership style where authority figures empower subordinates to exercise autonomy. For this reason, it is also called laissez-faire leadership. In some cases, this type of leadership can lead to increases in work quality and decision-making. In a few other cases, this type of leadership needs to be balanced out to prevent a lack of direction and cohesiveness of the team.

Distributed Leadership

Distributed leadership is based on the premise that leadership responsibilities and accountability are shared by those with the relevant skills or expertise so that the shared responsibility and accountability of multiple individuals within a workplace, bulds up as a fluid and emergent property (not controlled or held by one individual). Distributed leadership is based on eight hallmarks, or principles: shared responsibility, shared power, synergy, leadership capacity, organizational learning, equitable and ethical climate, democratic and investigative culture, and macro-community engagement.

Ethical Leadership

Ethical leaders adhere to certain values and beliefs irrespective of whether they are in the home or office. In essence, ethical leaders are motivated and guided by the inherent dignity and rights of other people.

Transformational Leadership

Transformational leadership is a style of leadership that motivates, encourages, and inspires employees to contribute to company growth. Leadership expert James McGregor Burns first described the concept of transformational leadership in a 1978 book entitled Leadership. Although Burns’ research was focused on political leaders, the term is also applicable for businesses and organizational psychology.

Leading by Example

Those who lead by example let their actions (and not their words) exemplify acceptable forms of behavior or conduct. In a manager-subordinate context, the intention of leading by example is for employees to emulate this behavior or conduct themselves.

Leader vs. Boss

A leader is someone within an organization who possesses the ability to influence and lead others by example. Leaders inspire, support, and encourage those beneath them and work continuously to achieve objectives. A boss is someone within an organization who gives direct orders to subordinates, tends to be autocratic, and prefers to be in control at all times.

Situational Leadership

Situational leadership is based on situational leadership theory. Developed by authors Paul Hersey and Kenneth Blanchard in the late 1960s, the theory’s fundamental belief is that there is no single leadership style that is best for every situation. Situational leadership is based on the belief that no single leadership style is best. In other words, the best style depends on the situation at hand.

Succession Planning

Succession planning is a process that involves the identification and development of future leaders across all levels within a company. In essence, succession planning is a way for businesses to prepare for the future. The process ensures that when a key employee decides to leave, the company has someone else in the pipeline to fill their position.

Fiedler’s Contingency Model

Fielder’s contingency model argues no style of leadership is superior to the rest evaluated against three measures of situational control, including leader-member relations, task structure, and leader power level. In Fiedler’s contingency model, task-oriented leaders perform best in highly favorable and unfavorable circumstances. Relationship-oriented leaders perform best in situations that are moderately favorable but can improve their position by using superior interpersonal skills.

Management vs. Leadership

Cultural Models

In the context of an organization, cultural models are frameworks that define, shape, and influence corporate culture. Cultural models also provide some structure to a corporate culture that tends to be fluid and vulnerable to change. Once upon a time, most businesses utilized a hierarchical culture where various levels of management oversaw subordinates below them. Today, however, there exists a greater diversity in models as leaders realize the top-down approach is outdated in many industries and that success can be found elsewhere.

Action-Centered Leadership

Action-centered leadership defines leadership in the context of three interlocking areas of responsibility and concern. This framework is used by leaders in the management of teams, groups, and organizations. Developed in the 1960s and first published in 1973, action-centered leadership was revolutionary for its time because it believed leaders could learn the skills they needed to manage others effectively. Adair believed that effective leadership was exemplified by three overlapping circles (responsibilities): achieve the task, build and maintain the team, and develop the individual.

High-Performance Coaching

High-performance coaches work with individuals in personal and professional contexts to enable them to reach their full potential. While these sorts of coaches are commonly associated with sports, it should be noted that the act of coaching is a specific type of behavior that is also useful in business and leadership. 

Forms of Power

When most people are asked to define power, they think about the power a leader possesses as a function of their responsibility for subordinates. Others may think that power comes from the title or position this individual holds. 

Tipping Point Leadership

Tipping Point Leadership is a low-cost means of achieving a strategic shift in an organization by focusing on extremes. Here, the extremes may refer to small groups of people, acts, and activities that exert a disproportionate influence over business performance.

Vroom-Yetton Decision Model

The Vroom-Yetton decision model is a decision-making process based on situational leadership. According to this model, there are five decision-making styles guides group-based decision-making according to the situation at hand and the level of involvement of subordinates: Autocratic Type 1 (AI), Autocratic Type 2 (AII), Consultative Type 1 (CI), Consultative Type 2 (CII), Group-based Type 2 (GII).

Likert’s Management Systems

Likert’s management systems were developed by American social psychologist Rensis Likert. Likert’s management systems are a series of leadership theories based on the study of various organizational dynamics and characteristics. Likert proposed four systems of management, which can also be thought of as leadership styles: Exploitative authoritative, Benevolent authoritative, Consultative, Participative.

Main Guides:

• Business Models
• Business Strategy
• Business Development
• Distribution Channels
• Marketing Strategy
• Platform Business Models
• Network Effects

More Resources

About The Author

Gennaro Cuofano

Discover more from fourweekmba.

Subscribe now to keep reading and get access to the full archive.

Type your email…

Continue reading

The GROW Coaching Model: A Simple Summary

The GROW Coaching Model is one of the simplest and most well known coaching models. It’s a solution focused model and the letters stand for: Goals, Reality, Options and Will (or Wrap-Up). This easy model is a great starting point for new coaches. Summary by The World of Work Project

Coaching is a hugely helpful skill for leaders and managers in the world of work. It’s a great way to help team members develop or for behavior change . It’s particularly when combined with feedback and reinforcemen t. You can learn more about how to coach and the benefits of coaching in this podcast:

The GROW Coaching Model

The GROW model, which stands for Goals, Reality, Options and Will. It is one of the easiest coaching models to use and to remember. Its simplicity also makes it a great model for those who are new to coaching to use.

At its core, all the GROW model is really doing is getting someone to think about their current state, their desired future, and how they can bridge the gap between the two. This approach forms the basis for several other coaching models (e.g. the ACHIEVE model) and problem solving approaches (e.g. the A3 Problem Solving Model .)

To use the GROW Coaching Model, simply walk through its stages in a conversation with the person you are looking to coach. Make sure that you ask effective questions at each stage to help your coachee get the most benefit from the conversation.

The first stage of the GROW Coaching Model is to help your coachee think about how they’d like things to be in the future. This is done by helping express what their desired goal is. This stage may involve some exploration and refinement to help the coachee gain clarity over what they really want to achieve.

As a coach you should ask exploratory and refining, future focused questions at this stage. You should aim to help your coachee identify a goal that is stretching enough to be rewarding, but also achievable enough to be motivating (See Types of Goals ).

Questions you might want to ask as a coach could include:

• What do you want to achieve?
• What are your objectives?
• How will you measure your objectives?
• How much progress do you wish to make?
• When would you like to have solved this problem?
• Are there smaller steps you’d like to work on?
• What will it feel like when you reach your goal?
• How will you explain what you’ve achieved to others once you’ve reached your goal?

Once someone has developed a clear picture of where they wish to be, it’s time to help them gain a clear view of their current state. This stage involves exploratory and rounded thinking and questioning.

People aren’t always good at objectively perceiving reality, as demonstrated by our cognitive biases . As a coach, you should use this stage to help your coachee develop a truly honest and comprehensive view of exactly where they are at the moment. This may involve asking them to broaden their thinking, consider feedback they’ve received in the past or to assess objective evidence.

• What is the current state?
• What’s your current position?
• What feedback have you had in relation to this?
• What evidence have you received in relation to the current situation?
• Who else is involved?
• How would your peers describe your situation?

The first two stages of the GROW Coaching Model help individuals understand both where they want to be and where they currently are. As a result, they also understand the gap that they need to bridge to reach their goals.

The third stage of the GROW model helps coachees think about exactly how they can bridge the gap between their current state and their desired future state.

As a coach, your role in this stage is to help your coachee think creatively, comprehensively and positively about the many different things they could do to achieve their goals. There are no wrong answers at this stage, it’s all about generating many options and becoming enthused by them at the same time.

• What options do you have?
• How can you achieve your goals?
• What other ways could you achieve your goals?
• Who could help you achieve your goals?
• What skills do you have to help you achieve your goals?
• How else could you do to achieve your goals?
• What would your friends / peers / manager / partner / parent / child suggest you do to achieve your goals?

The final stage of the GROW Coaching Model is designed to help a coachee identify a specific set of actions, and to commit to them. The act of refining from their options helps them visualize the specific steps they will take towards achieving their goals, which increases the probably they will actually do those actions. Similarly, voicing their actions and committing to them in a conversation with a coach also increases the probability they will do them.

As a coach your role at this stage is to help your coachee obtain real clarity over what their specific future steps will be and to help them commit to these actions.

• Given your options, what will you do next?
• What specific steps will you take?
• When will you take them?
• What will it feel like?
• How will you make sure you start the process?
• Who will you tell about this?
• What will you say to me about this next time we meet?
• What’s the first thing you need to do?
• How will you celebrate your success along the way?

Learning More

In other posts we have written briefly about the ABCDE , ACHIEVE , CLEAR , OSKAR and POSITIVE coaching models. In addition, we’ve written about coaching wheels that can be helpful in personal and executive coaching.

If you’d like to learn what it’s like being or becoming a coach, you might enjoy this podcast:

The World of Work Project View

In our view, is that the GROW coaching model is an excellent model for new, work-place coaches to start with. It’s east to use and effective at helping coachees explore their situations and find and own their own solutions.

Its four stages are easily remembered and the questions needed to coach an individual through them are straight forward. It also produces clear outcomes or agreed actions that can be returned to in subsequent coaching sessions.

When using it, just remember that as a coach you’re not providing solutions, you’re helping your coachee find their own solutions. It’s often tempting to provide solutions, particularly to more junior colleagues, but it’s important that they explore their own situation and fully own their decisions and actions.

We recommend that any new or aspiring line manager who is not experienced at coaching starts to use this model in the workplace and develops their coaching skills through it. It will yield results, help develop your coaching style, help you practice active listening and insightful questioning and help you get to know your team.

As with all coaching models, it’s possible to walk yourself through the stages of the GROW coaching model on your own. Results are generally better with a coach, but it’s still possible to make considerable progress towards your goals without one if you follow this approach.

How We Help Organizations

We provide leadership development programmes and consulting services to clients around the world to help them become high performing organizations that are great places to work. We receive great feedback, build meaningful and lasting relationships and provide reduced cost services where price is a barrier.

Learning more about who we are and what we do it easy: To hear from us, please join our mailing list . To ask about how we can help you or your organization, please contact us . To explore topics we care about, listen to our podcast . To attend a free seminar, please check out our eventbrite page .

We’re also considering creating a community for people interested in improving the world of work. If you’d like to be part of it, please contact us .

Sources and Feedback

This post is based on original work of Sir John Whitmore, and his collaborators. You can read more in his book: “Coaching For Performance: Growing People, Performance and Purpose” . Whitmore, J. (2009) Coaching for Performance: Growing Human Potential and Purpose—The Principles and Practice of Coaching and Leadership. 4th Edition, Nicholas Brealey Publishing, London.

We’re a small organization who know we make mistakes and want to improve them. Please contact us with any feedback you have on this post. We’ll usually reply within 72 hours. 

Related Posts

The Career Life-Line Activity: A Reflective Career Development Tool

MORE PIES – Active Listening Skills from Andrew B Brown

Humble Inquiry – Meaningful Connection Through Genuine Interest

The 4 P’S of Knowing – Per John Vervaeke

Subjective Wellbeing – What it is and how to boost it

The Wolf Parable – A Parable of Mindset

Privacy Policy

Copyright 2018 – 2024 | World of Work Project CIC

Privacy Overview

Home Blog Business Quick Overview of the GROW Model

Quick Overview of the GROW Model

Goal setting and problem-solving are essential parts of being a leader, coach, or mentor. Whether you’re an entrepreneur, CEO, project manager, or coach looking to get the best out of your team, its essential to explore the options available to reach desired goals. One interesting concept to get familiar with is called the GROW model .

What is the GROW Model?

Developed during the 1980s and 90s in the United Kingdom, the GROW model is used to set goals and resolve problems using a simple mechanism. GROW model stands for Goal, Reality, Obstacles (or Option) and Way Forward (Or Will). This simple four-step mechanism can be used for coaching or mentoring to set desired goals, analyze ground realities, look into potential options or obstacles that might hinder progress. GROW is a practical framework often used for coaching and mentoring sessions  to help individuals find clarity in terms of how to proceed with the best course of action under the guidance of a coach or mentor . The GROW model can be an effective framework, regardless of the coaching styles a mentor is inspired by or intends to follow.

How to Use the GROW Model

If you’re wondering how to use the GROW coaching model or what GROW model questions to ask during a coaching session, you can look into the basics of this coaching framework from the explanation given below.

What are the Steps of the GROW Model?

1. set the goal.

Let’s assume you are coaching a project manager with the GROW model . You will first need to start with a question regarding the goal(s) of the coachee. For example, where does the person want to be in the next year? What are their ambitions regarding his current project?

Example: In this example, we will assume that the project manager has to complete Project X by the end of next year, meaning a timeline of14 months, and must stay within the desired budget. He is suffering from a growing backlog of incomplete activities and wants to pull his team together to achieve desired goals. In such a case, the goal will be to complete the project on time within the designated 14 months and to manage his team better. For this purpose, the coachee can also look into various leadership styles that he can choose from to be an effective leader.

2. Analyze Current Realities

The second step of coaching using the GROW model is to analyze current realities. The coachee can explore if steps regarding the desired goal have already been taken. Perhaps they didn’t yield desired results.  It’s important to examine the what, who, when and how associated with the desired goal(s).

Example: During the discussion, the coachee realizes that while he does want to achieve the 14-month target to complete his project, his team isn’t as efficient as it should be, and the backlog of work needs to be completed, leaving his team at least 3 weeks behind schedule. He has already talked to his team, tried to motivate them, but 2 out of 6 team members are less efficient than the others. This means that with the current team he cannot complete the task on time.He now needs to consider his options.

3. Explore Your Options

During the third phase, the coachee needs to analyze options and consider achieving the desired goal(s) based on the ground realities. During this time, the coachee can analyze how to remove hurdles, improve efficiency, weigh options, etc.

Example: The project manager realizes that the main issue regarding the backlog has been due to the negligence of the 2 team members who, despite various one-on-one sessions with the project manager and warnings, have failed to work hard enough to complete their tasks on time. One of the two team members is also shifting to a new job and will be leaving in a month, whereas the other team member’s contract is up for renewal in two months.

The project manager realizes during the session that he can replace one or both the team members with efficient ones. He can replace the outgoing team member and give a last warning to the second individual. If he fails to yield desired results in two months, the project manager can ask for his contract not to be renewed and request hiring a new employee. However, since this will not be enough to complete the project on time, he also has the option to use some of the project funds for outsourcing.

4. Establish Will

This is the phase where you need to decide and establish the will to get things done to achieve your goals in line with your available options. You can analyze what you want, the ground realities, obstacles, and available realistic options. Now it’s time to act. During this phase, you might also want to establish how to review your progress, the fine details of the action points, and their execution.

Example: Realistically, the project manager can get the required approvals for all three of these options, and it can help him manage the completion of the project on time. This means that he can replace the outgoing employee, replace or push the second troublesome team member to improve efficiency, and/or use some of the funds from the project to get some tasks outsourced for timely completion. All he now needs to do is to establish the will to act on these solutions.

Why is the GROW Model Effective?

The GROW model can be effective regardless of your leadership style. It provides a realistic and straightforward way of getting things done. One of the best ways to understand its effectiveness is to look at the Inner Game method, which inspired GROW.

GROW Model and the Inner Game

The GROW model was inspired by the Inner Game method by tennis coach Timothy Gallwey. He realized that despite understanding his players’ shortcomings, he could not get them to fix them by simply explaining their flaws to them. The parallel between the GROW model and Gallwey’s approach can be understood with this example. Asking tennis players to keep their eyes on the ball might have worked for a short while but it was hard to make it stick in their heads. So, Gallwey asked his players to say ‘bounce’ (out loud) when the ball bounced and say ‘hit’ (out loud) when they hit the ball. This resulted in the players keeping their eyes on the ball and improving their performance without much effort.

What makes Gallwey’s approach and the GROW model similar is to create awareness raising questions to help people discover solutions to their problems by understanding what they might or might not be doing wrong. The argument here is that many people fail to learn from experience and use available knowledge to improve and move forward.

Limitations of the GROW Model

A criticism of the GROW model has been that approaches like GROW do not account for philosophical aspects. This means that while GROW might be suitable for goal-oriented fields such as business or sports, it is not suitable for life-coaching conversations. However, a counter-argument for this has been that GROW has, over the years evolved to include trans-personal goals. 

The GROW model, like any other model of its kind, isn’t free of limitations. Below are some of the limitations of the GROW model.

1. Goals Need to be Realistic: The coachee can end up having exaggerated goals that he/she might think are achievable, despite not being realistic. The limitation of the GROW model in terms of goal setting is that both the coach and coachee need to have realistic goals.

2. The Coach Might Not be Aware of Ground Realities: Many organizations hire coaches for training sessions. If the coach is not aware of the ground realities, the GROW model might not be effective since the information received by him/her can be misleading.

3. Uninterested Coachee: Unless the coachee is motivated enough to participate during the coaching session, GROW will not be effective as a framework. Many employees who attend training and brainstorming sessions can lack attention, motivation and interest in what they are being taught. Hence, making the entire exercise useless.

4. Lack of Will: As the final part of the GROW model is to establish the will to get things done, this can be a part which might be skipped by the coachee. This might particularly on people who are uninterested and lack the will to act. Some might even do so in an organization to maintain the status quo to keep a hold on organizational affairs by promoting inefficiency.

Final Words

The GROW model is like a vehicle. It is the driver who needs to ensure that he/she can use it to its full potential to yield desired results. For GROW to be effective, both the coach and coachee need to show interest and resolve to find the best way forward to set goals, remove obstacles, address ground realities and find actionable solutions to achieve desired goals.

1. GROW Model Template for PowerPoint

GROW stands for Goal, Reality, Obstacles & Way forward. With this template you will be able to understand a very straightforward method of coaching and mentoring thought out for effective results.

Use This Template

Like this article? Please share

Coaching, Leadership, Mentor, Mentoring Filed under Business

Related Articles

Filed under Business • April 23rd, 2024

7 Leadership SMART Goals Examples for New Managers

As a leader setting growth goals is one of the priorities at work. In this article we present Leadership SMART Goals Examples to guide your team to success.

Filed under Business • April 22nd, 2024

An Introductory Guide to Brand Management For Business Leaders

Did you know that displaying consistent branding across different sales platforms can increase revenue by up to 33%? That’s a good pocket of growth. But it’s hard to tap into without a systemized approach. Enter brand management. What is Brand Management? Brand management is a multi-facet process of presenting and supervising the promotion of a […]

Filed under Business • April 10th, 2024

Discovering Coaching Presentation Tools

Discover the best PPT templates to use as coaching presentation tools with this article. Tools explained + examples.

Leave a Reply

Ideating in the problem-solving stage of the Product Operating Model

In this article, Leslie Grandy, Author and Founder The Product Guild LLC, shares various creative thinking techniques that can be leveraged to enhance the Problem-Solving dimension within the Product Operating Model.

Leslie Grandy

Leslie Grandy is a global, first-to-market product executive and board advisor with a 25+ year career innovating and delivering game-changing products in publicly traded Fortune 500 companies, including Best Buy, Discovery Communications, T-Mobile, Apple Inc., and Amazon. Leslie is the founder of The Product Guild, a Product and Innovation Advisory Services company, through which she has advised numerous publicly traded companies and serves on the advisory boards for several early-stage companies. Her clients have included Starbucks, Oracle, and Red Robin Gourmet Burgers. Leslie is an IDEO-trained leader in Design Thinking with an MBA from the University of Washington and a Bachelor of Science in TV/Film from Northwestern University. Leslie is also a Directors Guild of America member, working on such classic films as “The Abyss”, “Tremors”, and the award-winning motion picture “The Waterdance.”

The Product Operating Model offers a comprehensive and effective framework for developing outstanding products. Within this model, the Problem-Solving dimension underscores the significance of gaining a profound understanding of user needs and recognizing substantial problems that must be addressed. However, organizations must ensure that a culture of creativity exists to empower the product team to produce a pipeline of ideas to solve customer and business problems quickly and effectively. 

In his books and blog posts, Marty Cagan , author, and founder of the Silicon Valley Product Group, advocates for organizations to embrace the Product Operating Model and for product teams to move away from feature-focused roadmaps and embrace a problem-centric approach. This mindset encourages teams to define success in terms of solving customer problems rather than delivering a predefined set of features or functionality. The true measure of success lies not solely in the output (what was built), but rather in the outcome (how it improved the customer experience or addressed a pain point).

At the heart of this approach is recognizing that true innovation stems from a deep understanding of customer problems. Product managers are tasked with developing creative solutions that address these issues meaningfully. This requires a level of creative thinking that goes beyond simply implementing requested features or following predetermined roadmaps. In agile environments, a product team’s creative velocity, that is their ability to quickly and efficiently originate new and innovative ideas that are both useful and valuable to customers, becomes a critical factor in maintaining a competitive edge and delivering solutions that truly resonate with customers.

Creative velocity enables teams to rapidly iterate on ideas, adapt to changing market conditions, and consistently produce novel solutions to complex problems. This agility in ideation and problem-solving allows product teams to stay ahead of customer needs and market trends, ultimately leading to more successful and impactful products. By fostering an environment that supports and enhances creative velocity, organizations can empower their product teams to consistently deliver innovative solutions that address customer pain points effectively and efficiently.

Product managers are crucial in facilitating this creative problem-solving process in the Product Operating Model. They need to be adept at various creative thinking techniques that can help unlock new ideas and approaches and confident in their ability to imagine valuable solutions to customer and business problems. Organizations must foster a culture of creativity across all job functions to consistently succeed in this aspect. This article delves into what it means to support a culture of creativity and introduces various creative thinking techniques that can be leveraged to enhance the Problem-Solving dimension within the Product Operating Model.

A 2023 Deloitte Insight report, “Creativity as a Force For Growth , ” found that "high-growth brands are more likely to have the mindsets and processes to allow creativity to flourish." But what does it mean for organizations to have the mindsets and processes to encourage creativity to flourish?

A creative culture accepts risk-taking and failure as part of the process. Instead of punishing failure, the team considers failure to be an expected part of the process, and learns from it, iterating and evolving ideas with greater insights. This reduces fear and increases the likelihood that team members will take creative risks. Not all ideas will work, but you'll miss some truly great ones if people fear punishment for either. 

Resilient teams exhibit a remarkable capacity to absorb and learn from failure . Instead of being disheartened by unsuccessful experiments, they actively extract valuable lessons from them. Embracing failure as a learning opportunity empowers teams to approach future iterations with renewed energy to maintain creative velocity.

Organizations can exist within a creative distortion field , a negative phenomenon that causes creativity to be constrained and prevents novel ideas fom surfacing. There are multiple things that enable the field to exist:

Marty Cagan encourages product teams to seek inspiration outside their immediate domain or industry. This means considering how other companies, industries, or unrelated fields have solved similar problems. Using analogic thinking in creative problem-solving allows individuals to draw connections between seemingly unrelated ideas. This approach helps generate novel solutions by leveraging known information from one domain to solve problems in another. Generative AI systems, trained on vast amounts of cross-domain knowledge, can assist product teams in finding unexpected connections between seemingly unrelated fields, accelerating the team’s creative velocity. 

In addition to analogic thinking, several other creative thinking techniques can be effectively utilized within the problem-solving dimension. 

As the team explores the problem space, it’s tempting to want to remove constraints believing they limit one's options when solving the challenges. However, recognizing constraints can lead to unique and innovative solutions because boundaries can actually help focus one's creative efforts. When faced with limitations, teams may be forced to invent solutions distinct from existing offerings, providing a competitive advantage.

There may be other biases to bust before you enter the Problem-Solving Dimension besides ExpertThink. For example, there may be underlying fixations about business rules - how things work, which processes can or can’t interact – that must also be set aside.  Fixations, or mental blocks, can significantly limit creative thinking by restricting our ability to consider alternative perspectives or solutions.   

Premeditation of evils, a Stoic philosophical practice, involves imagining potential negative outcomes to prepare oneself mentally and emotionally. While it might seem counterintuitive, this approach can be applied to product development to anticipate challenges and build more resilient products. This approach forces you to consider the obstacles, mistakes, and pitfalls that might be in your way. Instead of asking, "How can I achieve this goal?" you ask, "What could prevent me from achieving it?" or "How could I completely fail?" Identifying and eliminating these negative factors might lead to better results than focusing only on realizing the initial idea.

Generative AI can be crucial in helping product teams in the Problem-Solving domain overcome biases like ExpertThink and organizational inertia. By providing alternative perspectives and solutions that may not be influenced by human biases or traditional industry norms and quickly discovering connections in the data, generative AI can challenge teams to consider truly novel approaches to solving problems.

Incorporating generative AI into the team’s creative processes can enhance their problem-solving capabilities, accelerate innovation, and address complex customer needs more effectively. However, it's important to note that Generative AI should be viewed as a tool to augment human creativity rather than replace it. The most effective approach combines the analytical power and broad knowledge base of Generative AI with the nuanced understanding, empathy, and creative intuition of human product teams. 

Empowered to challenge the status quo instead of revering it, product teams learn that change is inevitable and continuous, becoming more adaptable and flexible when faced with unexpected events or newfound problems. Embracing constraints, challenging biases, and considering potential negative outcomes can be the fuel to achieve creative velocity, develop more innovative products, and solve customer problems with novel solutions.  

Cultivating a workforce of innovators at all levels, not just leadership, is essential to sending the message that anyone can contribute novel ideas that are valuable and useful. A culture of creativity is built on a foundation of learning and curiosity, which encourages creative thinkers to be unafraid of disrupting established patterns to find novel solutions.

Adopting a product-centric approach to better address customer needs

The power of perspective: Strategies for product managers to overcome biases

Navigating the cybersecurity maze: Unraveling the challenges faced by product managers

Build your very own metric tree

Join the community

Sign up for free to share your thoughts