Coaching Counselling Model Grow
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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 • • • • •
G • •
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
R
Options • Cover the full range of options • Invite suggestions from one being coached • Offer suggestions carefully • Ensure choices are made
O
• • • • • •
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?
•
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?
• • • •
Wrap • • • •
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?
W Get a commitment to act Identify possible obstacles Plan detailed actions on a time frame Agree what support will be given
• • • • • •
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 wrapup sessions
•
Check understanding all the time by using real life experiences of yourself or the other
kidawson 2008 GROW
G • •
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
R
Options • Cover the full range of options • Invite suggestions from one being coached • Offer suggestions carefully • Ensure choices are made
O
• • • • • •
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?
•
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?
• • • •
Wrap • • • •
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?
W Get a commitment to act Identify possible obstacles Plan detailed actions on a time frame Agree what support will be given
• • • • • •
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 wrapup sessions
•
Check understanding all the time by using real life experiences of yourself or the other
kidawson 2008 GROW
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