Tag Archives: Coaching

Intermediate Coaching using the GROW model iPhone app

25 Feb

Coach using GROW model cards Intermediate iPhone app

written by Reb Veale & Mark Deacon

Ever had the problem of having maybe an employee or a coachee who is stuck, stuck with the way things are, not making progress, not sure what they want? Maybe you are a trainer introducing people to workplace coaching and needing something that helps your delegates move on from where they are presently. These cards will support you and your delegates as they discover the power in great questions, the art of silence and the responsibility of accurate feedback.


‘Reveal Solutions have found a most Revealing way to capture the entire coaching process using the GROW model through this set of cards. Flexible to use, this comprehensive toolkit for learning is a must for any aspirational coach or trainer of coaches. The cards provide a multi level perspective to coaching. For trainers looking for a classroom based activity the design of the cards are sufficiently flexible that they can be utilised in a number of different ways. For coaches developing their skills, they act as aide memoires for the many different layers of the coaching process. For clients in receipt of coaching, they can act as a step towards self directed coaching’

What’s New:

40 more complex questions arranges in 4 coloured suits to correspond to the GROW model.

4 further Coach recap cards unique to this product range.

A unique coaching direction picture card to illustrate the coaching journey.

2nd in a series of 3 decks to fuel your expertise and drive results

Combine the Introduction deck to this one and you have 80 stock questions of increasing sophistication 8 recap cards broadening the range of review and deeper recovery of information

Download Intermediate GROW Coaching Card iphone app

YouTube – Watch a screen shot demo of the app

Only £2.99 Available to download now from the iTunes app store


Advanced Grow Model Coaching Cards

25 Feb

Advanced Coaching Using the Grow Model

Advanced Coaching Using the GROW model iPhone app
Coach using advanced GROW model cards  iPhone app
written by Reb Veale & Mark Deacon

Ashby’s law or requisite variety states the ‘The person or part of a system that has the most flexibility has the most influence over the outcome’. How flexible are you currently? Introducing perceptual positioning, exploration of feelings & attitudes working using the Cartesian coordinates the Advanced cards will support you or delegates you are teaching to gain more flexibility in their coaching practice.

What’s New:

40 questions arranges in 4 coloured suits to correspond to the GROW model.

4 Additional Coach recap cards unique to this product .

A unique coaching direction picture card to illustrate the coaching journey.3rd in a series of 3 decks to fuel your expertise and drive results

Adding this deck to the existing 2 decks and you have 120 stock questions of increasing sophistication 12 recap cards broadening the range of review and deeper recovery of information

Download Advanced GROW Coaching Card iphone app

YouTube – Watch a screen shot demo of the app

Only £2.99 Available to download now from the iTunes app store

Coaching with the Grow Model

25 Feb

Coaching with the Grow Model
* Coach using GROW model cards *
written by Reb Veale & Mark Deacon

“Very easy to use, what a step forward. It improved my coaching practice immensely with great results for my coachee”

Coaching is a very powerful tool; we often have little time in our busy lives to reflect, consider, ponder and to decide         what it is we actually want. Good coaches are always in demand and good coaches never stop learning. Reb & Mark are qualified performance coaches and have introduced hundreds of people to workplace coaching using the GROW model. Here in this iCard application they have captured 40 great coaching questions to ask your coachee. Each card has a question, explains the reason behind asking it and provides one other point to consider+ 4 unique coach recap cards to assist you further. Questions can be accessed sequentially or generated randomly within each section of the model with the user being able to access a coach recap card anytime they wish.

As you use this app, you’ll start to:

*Understand the power of questioning.

*Hear and notice content that you have never noticed before in a person’s responses.

*Feel comfortable knowing you are using a great framework to coach within, thus providing you with confidence.

*Facilitate an environment where your coachee can explore their situation safely.

This app is based upon the GROW coaching model developed by Sir John Whitmore and used by thousands of coaches around the world to assist coachees recognise what they want, where they are now, identify options and plan to take action.

Here are just a few of the ways you can use this app:

*Use as part of your coaching practice. Select cards in each section of the model, it will provide a question for you to ask the coachee and form the framework of the session.

*Use as a training tool in workshops. In pairs or threes access cards and pose a question to someone in the group, this helps you explore the types of questions and can then lead to a discussion within the group

*Refresh yourself on GROW questions at any time you wish, easily usable when you are on the move or maybe before a coaching session..

Try the App so you can start learning the tools that great coaches use to make a real difference to what their coachees achieve.

Visit Reveal Solutions

The GROW Model

Coaching team members to improve performance

One key role of any leader is to coach team members to achieve their best. As “coach”, you will typically help your team members to solve problems, make better decisions, learn new skills or otherwise progress in their role or career.

Whilst some leaders are fortunate enough to get formal training as coaches,  many are not. They have to develop coaching skills for themselves.

Now this may sound daunting. But if you arm yourself with some of proven techniques, find opportunities to practice and learn to trust your instincts, you can become a better coach, and so enhance your team’s performance.

One proven approach that helps with this it the GROW model. GROW is an acronym standing for Goal – Current Reality – Options – Will. The model is a simple yet powerful framework for structuring a coaching session.

A useful metaphor for the GROW model is the plan you might make for an important journey. First, you start with a the map: With this, you help your team member decide where they are going (their Goal) and establish where they currently are (their Current Reality). Then you explore various ways (the Options) of making the journey. In the final step, establishing the Will, you ensure your team member is committed to making the journey and is prepared for the conditions and obstacles they may meet on their way.

Tip 1: Know Your Own Role
In its traditional application, the GROW model assumes that the coach is not an expert in the “client’s” situation, and therefore must act as an objective facilitator, helping the client select the best options and not offering advice or direction.
However, when a leader coaches his or her team members, other dynamics are in play: As a leader you will usually have some expert knowledge to offer (see our article on expert power.) Also, it’s your job to guide the selection of options which are best for your organization, and veto options that are harmful.

How to Use the Tool:
Use the following steps to structure a coaching session:

Establish the Goal:
First, with your team member, you must define and agree the goal or outcome to be achieved. You should help your team member define a goal that is specific, measurable and realistic.
In doing this, it is useful to ask questions like:

“How will you know that you have achieved that goal?”
“How will you know the problem is solved?”

Examine Current Reality:
Next, ask your team member to describe their Current Reality. This is a very important step: Too often, people try to solve a problem without fully considering their starting point, and often they are missing some of the information they need to solve the problem effectively.
As the team member tells you about his or her Current Reality, the solution may start to emerge.

Useful coaching questions include:

“What is happening now?”
“What, who, when, how often”
“What is the effect or result of that?”

Explore the Options:
Once you and your team member have explored the Current Reality, it’s time to explore what is possible – meaning, all the many possible options you have for solving the problem. Help your team member generate as many good options as possible, and discuss these.
By all means, offer your own suggestions. But let your team member offer his or hers first, and let him or her do most of the talking.

Typical questions used to establish the options are:

“What else could you do?”
“What if this or that constraint were removed?
“What are the benefits and downsides of each option?”
“What factors will you use to weigh up the options?

Establish the Will:
By examining Current Reality and exploring the Options, your team member will now have a good idea of how he or she can achieve their Goal. That’s great – but in itself, this may not be enough! So your final step as coach is to get you team member to commit to specific action. In so doing, you will help the team member establish his or her will and motivation.
Useful questions:

“So what will you do now . and when?
“What could stop you moving forward?”
“And how will you overcome it?”
“Will this address your goal?”
“How likely is this option to succeed?”
“What else will you do?”

Tip 2: Practice by Coaching Yourself
A great way to practice using the model is to address your own challenges and issues. When you are ‘stuck’ with something, you can use the technique to coach yourself. By practicing on your own challenges and issues, you will learn how to ask the most helpful questions. Write down some stock questions as prompts for future coaching sessions.
Tip 3: Ask Great Questions. and Listen Well
The two most important skills for a coach are the ability to ask good questions, and effective listening.Don’t ask closed questions: “Did that cause a problem?” Do ask open ones: “What effect did that have?” Be prepared with a list of questions to for each stage of the G-R-O-W process.

Listen well and let your “client” do most of the talking. Remember that silence is valuable thinking time: You don’t always have to fill silence with the next question.

Grow Model Overview

25 Feb
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The GROW model (or process) is a technique for problem solving or goal setting. It was developed in the UK by Graham Alexander, Alan Fine and Sir John Whitmore[1] and used extensively in the corporate coaching market in the late 1980s and 1990s. The three are well known because of their significant contributions in the world of executive coaching. Max Landsberg, who worked as an adjunct consultant with the core development team also describes GROW in his book The Tao of Coaching[2].

GROW is very well known in the business arena but it also has many applications in everyday life. The particular value of GROW is that it provides an effective, structured methodology which both helps set goals effectively and is a problem solving process.

It can be used by anyone without special training. While there are many methodologies that can be used to address problems, the value of GROW is that it is easily understood, straightforward to apply and very thorough. In addition it is possible to apply it to a large variety of issues in a very effective way.

Stages of GROW

There are a number of different versions of the GROW model. This version presents one view of the stages but there are others. The ‘O’ in this version has two meanings.

G Goal This is the end point, where the client wants to be. The goal has to be defined in such a way that it is very clear to the client when they have achieved it.
R Reality This is how far the client is away from their goal. If the client were to look at all the steps they need to take in order to achieve the goal, the Reality would be the number of those steps they have completed so far.
O Obstacles There will be Obstacles stopping the client getting from where they are now to where they want to go. If there were no Obstacles the client would already have reached their goal.
Options Once Obstacles have been identified the client need to find ways of dealing with them if they are to make progress. These are the Options.
W Way Forward The Options then need to be converted into action steps which will take the client to their goal. These are the Way Forward.

As with many simple principles any user of GROW can apply a great deal of skill and knowledge at each stage but the basic process remains as written above. There are numerous questions which the coach could use at any point and part of the skill of the coach is to know which questions to use and how much detail to uncover.

This is a very simple example of using the GROW model to achieve a goal.

This example deals with weight loss. The clients wants: ‘To bring my weight down to 120 pounds in three months and keep it down’.

That is their Goal. The GROW approach would then be to establish the Reality by stating what their weight is now. The coach would then ask awareness questions to deepen understanding of what is happening when the client tries to lose weight, thus identifying the Obstacles. These questions could include:

When you have been able to lose weight – what made the difference?

What is the difference between the times you are able to keep weight off and the times when you put it on again?

What would have to change for you to be sure you could lose the weight and keep it off?

If the client genuinely answers these questions they will discover new information about what works and does not work for them in terms of weight loss, and create some potential for change. It then becomes possible to create some strategies or Options which get around the Obstacles. These could include looking at which diets or exercise regimes work best, or finding a specific type of support. Once the client knows the strategies that are likely to work they can establish a Way Forward which involves taking action steps. This is where they commit to what they will do in the short term to put the strategies into effect. For instance, one action might be asking a particular person for support, and another might be to buy a different selection of foods.

The same principles can be applied whatever goal or problem the client has. GROW can be used on technical problems, issues regarding processes, strategy questions, interpersonal issues and many more. Almost any situation where there is something to be achieved and there is an Obstacle can be tackled with GROW. The model can also be used by a group who are all working on the same problem or goal.

Here is an example of using GROW to coach someone with a business problem e.g. bad time management.

The model is described below with the output you should expect from each section.

Goal Stage:

The goal could be success criteria with a date by which they wanted to achieve it. So the coach and client would have to be clear on what they would be seeing and hearing that would tell them that the client had solved their issue in relation to time management.

Output: A clear goal in SMART format which both coach and client would know if it was achieved.

Reality Stage:

The Reality would be what was actually happening now in relation to time management. The key point about the Reality section is that it must be in the same terms as the Goal. So if part of the Goal was to create to do lists every day part of the Reality statement should be how often to do lists are created now.

Output: A clear statement of what is happening at the moment in the terms of the Goal.

Obstacles stage:

Obstacles will be found in one of four places:

1. The person themselves

2. Caused by other people

3. A lack of skills, knowledge or experience

4. Caused by the physical environment

The coach should check for Obstacles in all four areas unless it is absolutely obvious it is not needed. In most cases there will be Obstacles within the client themselves as there are usually things the client is avoiding which means they are not achieving their goal. But the other areas can be equally important.

The coach should ensure that she/he understands how each of the Obstacles is obstructing the client from their Goal. Very often the client will present beliefs about themselves or justifications of their position as Obstacles. For instance ‘I am too old to change’ or ‘I have no self discipline’. In these instances the coach should probe to discover what is actually happening that causes the client to not create or stick to plans rather than opinions or beliefs.

Output: A reasonably comprehensive list of individual Obstacles having considered all the four areas. (It is a matter of judgment to say how much investigation you should do at any stage of the model) Both coach and client should clearly understand how each of the Obstacles is stopping the client going straight from where they are to where they want to go.

Options stage:

Once Obstacles have been clearly separated out it become much easier to find ways to get around them. This is the purpose of the Options section. It is very important to take the Obstacles one at a time as clients tend to want to keep them muddled.

Options can often simply be created by asking the client how they could get around a particular Obstacle. Once the Obstacles are separated out clients find it much easier to deal with them. If the client needs further ideas the coach can ask questions to help the client think how to get around the Obstacle. Specifically:

1. Where they could get additional knowledge or resources.

2. Who might be prepared to help

3. If they have dealt with a similar issue in the past

4. If the Obstacle can be minimized

5. How someone who could deal with the Obstacle well would go about it.

All these ideas exist within the client but will not necessarily be considered unless the coach asks the client to look at them.

Output: There should be a list of Options which coach and client agree should get the client around all of the Obstacles.

Way Forward or Actions stage:

Once you have a list of Options it is usually fairly straightforward to convert them into actions which can be completed in one to four weeks. The coach should check the client is committed to carrying out the actions and has thought how they will deal with any adverse consequences that might occur.

Output: A list of action steps which the client is committed to and both coach and client are confident will deal with the Obstacles and move the client towards their Goal.

The GROW principle and the Inner Game

GROW was developed out of the Inner Game theory developed by Timothy Gallwey, Gallwey was a tennis coach who noticed that he could often see what a player was doing incorrectly but that simply telling them what they should be doing did not bring about lasting change.

This is often illustrated by the example of a player who does not keep their eye on the ball. Most coaches would give instructions such as: ‘Keep your eye on the ball’ to try and correct this. The problem with this sort of instruction is that a player will be able to follow it for a short while but be unable to keep it in the front of their minds in the long term. This means that progress was slow. The result was that coaches and players grew increasingly frustrated at the slowness of progress but no one had better system of coaching.

So one day, instead of giving an instruction, Gallwey asked the player to say `bounce’ out loud when the ball bounced and `hit’ out loud when they hit it

The result was that the players started to improve without a lot of effort because they were keeping their eye on the ball. But because of the way the instruction was given they did not have a voice in their heads saying ‘I must keep my eye on the ball.’ They were simply playing a simple game while they were playing tennis. Once Gallwey saw how play could be improved in this way he stopped giving instructions and started asking questions that would help the player discover for himself what worked and what needed to change. This was the birth of the Inner Game.

The basic methodology of GROW came out of Gallweys work with tennis players. For example the first stage in this process would be to set a target which the player wanted to achieve. For example if a player wanted to improve his first serve Gallwey would ask how many first serves out of ten they would like to get in. This was the target or goal.

The Reality would be defined by asking the player to serve 10 balls and seeing how many first serves went in.

Gallwey would then ask awareness raising questions such as “What do you notice you are doing differently when you the ball goes in or out?” This would enable the player to discover for themselves what they were changing about their mind and body when the serve when in or out. They had then defined their Obstacles and Options. They therefor learnt for themselves what they had to change in order to meet their serving targets and they had a clear Way Forward.

From Gallwey’s experience with tennis players it is possible to define a number of learning principles which can be applied to any learning situation whether sport based or not. For example:

1. In most learning situations the learner is rarely focused on what is happening during the process. But if they focus their attention on a relevant aspect of what is actually happening during the process, rather than what they ‘should’ be doing or trying to get it ‘right’ they will make progress much faster.

2 Learning happens best when the learner is focused on the present. If they are focused on the present they will not struggle to prove or remember something but rather make discoveries as they go along.

3 If the learner is trying to look good or using a lot of unfocused effort they will interfere with the learning process. The less interference with their learning, the faster they progress.

Coaches using the Inner Game soon realised they could apply the principles in other learning situations. GROW was developed as a structured framework to use the Inner Game principles to achieve goals. The originators saw that, just as in sport, many individuals were struggling to achieve goals because they were not learning from experience and were not aware of the knowledge within themselves that would help them.