Coaching/Counselling –The GROW Model

After Landsberg M (1996) The Tao of Coaching; Harper Collins

A mentor, when dealing with either an individual or a group, could be seen as a

coach or counsellor. This being the case, it might be useful to structure the
conversions according to the GROW model. A Chairperson might also be of use
when dealing with a committee

Goal
• Agree
• Discussion
• Agree specific
• Objectives for the session
• Set a long term aim if this is appropriate
Reality
• Invite self assessment
• Offer specific examples of feedback
• Avoid or check assumptions
• Discard irrelevant
• History
Options
• Cover the full range of options
• Invite suggestions from one being
coached
• Offer suggestions carefully
• Ensure choices are made
Wrap
• Get a commitment to act
• Identify possible obstacles
• Plan detailed actions on a time frame
• Agree what support will be given
G
• What would you like to discuss?
• What would you like to achieve in this
session?
• What would you like be different when
you leave this session?
• Can we do that in the time we have
available?
R
• How do you know this is accurate?
• How often does this happen?
• What effect does this have?
• What other factors are relevant?
• What is X’s perception of the situation?
• What have you tried so far?
O
• What alternatives are there to that
approach?
• Who might be able to help?
• Would you like suggestions from me?
• What are the benefits and pitfalls of that
option?
• What option would you most like to act
on?
W
• What are the next steps?
• What will you do next?
• What might get in the way?
• Do you need to log the steps in your
diary?
• What support might you need?
• How and when can you get that support?

Tips

• Use more ‘ask’ than ‘tell’- try to get others to come up with his/her own
solution

kidawson 2008 GROW

 • Be creative rather than just systematic, especially in the options and wrap-
up sessions

• Check understanding all the time by using real life experiences of yourself or
the other

kidawson 2008 GROW