You may be a new manager, someone people come to for advice, or a seasoned manager looking for some new tips to help employees. Coaching is a great skill to have on your toolbelt, but how do you do it and which model should you use?
There are many coaching methods out there – GROW, TGROW, OSKAR, CLEAR to name a few. I am partial to GROW, created in the late 80s by Graham Alexander, Alan Fine, and Sir John Whitmore and influenced by Timothy Gallwey. It is probably the model most recognized; it’s simple to understand, easy to use and it works!
Coaching is a skill and with most skills there is a method to the madness. It will take some practice, but with GROW you can literally do a quick reading or watch a video and start coaching. You can use GROW to coach others as well as yourself – just follow the model. And if you really want to do a deep dive, get Coaching for Performance.
So what is the GROW coaching model?
There are 4 parts to the model: goals, reality, options, and choosing what to do.
The G stands for Goal and is all about the coachee setting a goal. The coachee owns the goal, not the coach. What does the coachee want to achieve? The coach helps the coachee to make sure they have a SMART (specific, measurable, achievable, realistic and timebound) goal.
The R stands for Reality or Current Reality – what is happening now? Peel the onion back and really understand what is going on. This is truly the heart of the matter and typically takes the most amount of time in the coaching session. Often, the coachee realizes what has gotten in their way and how to get on track.
The O stands for Options. What can the coachee DO to achieve their goal? What options do they have? It is important to take off any blinders in this part of coaching – the sky’s the limit. It is a real brainstorming session. Let the coachee think and talk. Make a list of all of the options. As a the coach, don’t offer any ideas until the coachee has had some time to think and come up with a list of options. Only when the coachee has finished brainstorming AND agreed to hearing other suggestions should you provide your suggestions. On the rare occasion a coachee may not have any idea what to do, but that is rare.
What Will You Do?
The W stands for What Will You Do? Based on the options provided, what is the most powerful step the coachee can take to move towards the goal? Sometimes a coachee will want to action a few options which is great, but help the coachee prioritize the options. Once the options have been prioritized, ask the coachee when they will take action on the chosen option. The time has to be specific. Then ask how committed the coachee is to taking the action on a scale of 1-10, 10 being it is going to be done! Do not let the coachee walk away with any actions under a 10. If they can’t commit to a 10, see how the action can be changed so that the coachee can commit to taking action with a commitment of 10.
I have found coaching to be an incredibly rewarding activity for both the coach and coachee. Create a cheatsheet and don’t hesitate to use it.
You may be asking yourself why you should stop and align with your team before you get going on quarterly projects. This is a great question! Your people are the heart and soul of your organization and projects. When starting any new project or initiating any change, your team will have questions like:
- Why the organization is undertaking a Revenue Growth Plan and how does it relate to them?
- What is the objective of the project?
- What is my role?
- What is going to change for me and my other teammates?
- What do I need to do?
- How much time will it take?
If your team doesn’t have answers to these questions, the projects in the quarterly sprints won’t be as effective, smooth or timely. Additionally, without understanding their role within the process, your team may not fully adopt the change being made
We want to make sure whatever changes are made fit into your organization. To meet the overall objective of growing revenue and aligning sales and marketing, we need to understand how changes will affect people, process, tools and messaging so we can grow.