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coachee arrive at some resolution to their issue, problem, knowledge or skill deficit, not give them advice or direction on what they should do. GROW stands for Goal, Reality, Options, Wrap-up (or Will). It is a sequential model, ideally working from Goal through to Wrap-up. However in practise, it is often found that coach and coachee will vacillate between the first three stages as they work through the issue.

Stage 1: Goal. The coach and coachee identify and agree on clear and achievable goals for the discussion. This goal is not the longer-term objective that the coachee might have regarding his or her issue. Rather it is the definition of what can be achieved within the time set for this discussion session. For example, the coach might ask "What would you like to achieve from this session?" or "What would you like to walk away with from our discussion today?"

Stage 2: Reality. The aim of this stage is for the coach to help the coachee clearly define the current situation as seen by both coachee and others. If the coach has knowledge of the situation, he / she may add their perceptions to assist the coachee to build as accurate a picture of reality as possible. For example the coach might ask "What's happening now?" or "What's working/what's not working for you at the moment?" or "Who else has seen this or given you feedback?"

Stage 3: Options. In the options stage, the coach's intention is to draw out all the possible alternatives or options the coachee might have (or be able to acquire) to deal successfully with the situation. This is done without judgment or evaluation by the coach. As was once said to me "One should develop an opinion, not have an opinion". The coach (through effective questioning) helps the coachee narrow the options to arrive at the best possible alternatives by asking "What could you do to change the situation?" or "What alternatives are there to that approach?".

Stage 4: Wrap-up. In this stage the coach's intention is to gain commitment (or will) to take action. The coach and coachee select the most appropriate options, commit to action, define the action plan, the next steps and a timeframe for their objectives, then identify how to overcome any possible obstacles. For example "What are the next steps for you?" and "When will this happen?" and "What support do you need?"

Coaching of this type, can be a fantastic tool for helping someone develop. However, to be successful:

• The coach must have a real and genuine interest in helping the coachee

• The coach must believe that the coachee can improve

• The coachee must be willing to be "coached"

The challenge as a coach in applying a technique such as the GROW model, is to remain non-directive - merely asking questions, summarising and listening and only giving advice when it is asked for and then only during the Options and Wrap-up stages. For many of us this is quite a major challenge as our normal directive style is the polar opposite. The payoff in mastering this challenge is to see the coachee take real ownership for their development knowing that you were the catalyst.

Copyright (c) 2006 The National Learning Institute

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Bob Selden has been a manager for many years. He has also been a coach and a coach of coaches in the sporting arena. Helping people improve their performance has been a lifelong ambition and career for Bob. If you have some suggestions on coaching, or would like to talk through some issues with him, he’d be delighted for you to contact him at the National Learning Institute. www.nationallearning.com.au/

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