It is unclear what originally developed the GROW model but it is thought by someone that it was developed by Graham Alexander but was popular by Sir John Whitmore.
For those who are new to training on the GROW model, there are very useful frames. By helping coachee really identify what they want from the conversation, it is to prevent it from becoming an offline chat. If the goal is & # 39; SMARTend & # 39; you have special, measurable, close, relevant goals with time limits, so both the coach and the coach know exactly what direction the meeting should go into.
This framework is also useful in team training or even a business-based context where a trainer or an external advisor can establish a common common goal and before the meeting, you'll work with & # 39; where are now? & nbsp; Options for the way forward and specific action.
But is this model always relevant especially when you work alone to help coachee make significant and sustainable changes? Although, of course, it is good to feel what coachee wants from the conversation, a good coach will often fend off other issues during training and stick to the starting goal, preventing actual issues from being taken from the surface.
While the GROW model is supposed to be flexible, I've seen coaches focusing more on their ability to follow the model than just listening and following the customer. The Coactive Training Method (see book Affiliate Training by Laura Whitworth, Karen Kimsey House, Henry Kimsey House, Phillip Sandahl) is very different and it's about dancing at the moment & # 39; With the customer, listen carefully and use your intuition to just stay with the customer, depending on their energy and go where they want to go to the conversation.
GROW's final stage, Way Forward, in other words, is the stage where the customer defines the actions to be taken. While training is about receiving customers, each session can not lead to special actions to take. If we as a coach, we plan to find the action and emphasize that & # 39; do & # 39; we can forget about the importance of raising customer knowledge about who they are, what they notice, what they find in other words and being & # 39; .
I know coaches who are so committed to getting their customers action that they do not allow them to explore exactly what's important for them and what their underlying problems lead to action that their clients are not really committed to and unfortunately lead for meaningful change. If the customer is given enough time to be & # 39; rather than & # 39; do & # 39; then the action will automatically be removed from the conversation and will be supervised by the client. And the way forward can simply be a commitment to go away and further reflect on some questions that arise.
The advantage of the GROW training model, as it is a training guide, is also its failure … as long as a coach uses a structure to lead the conversation and manage them, it will not allow the Client to guide the conversation.
So if you're a coach ask yourself how do you use the GROW model? Does it lead you or narrow? Are you spending more time thinking about where you are in the model or are you focusing 100% on listening and following your customers? And who has started the operation … you or the customer?