“Coaching is unlocking people’s potential to maximize their own performance. It is helping them learn and grow, rather than teaching them.” -Sir John Whitmore-
Coaching is a mindset, not simply a skill. Manager coaches to help improve his/her subordinate’s performance, and promote a culture where continuous learning and improving performance is the norm. Therefore, coaching is a forward looking conversation, which is a process of moving forward together by asking rather than telling, listening rather than speaking, empowering rather than directing.
GROW coaching model is process for raising awareness and getting the coachee to take responsibility for finding solution and taking action. It is a proven coaching method designed to create a climate where a coach helps people take responsibility for their work and career. GROW stands for Goal, Reality, Options, Will.
Goal: To start, the coach helps the coachee determine what he or she would like to accomplish. This is more effective if the goal is broken into two parts, the end goal and performance goal. The End Goal is a compelling purpose that is rarely within a coache’s absolute control; however, it is something that generates passion and power. The Performance Goal provides a means of measuring progress toward the End Goal. When setting goal with coachee, question is like: What do you want to talk about? What would you like to achieve from this session? What is the most important thing
Reality: In the Reality phase, coach and coachee investigate the current situation, needing to discover all relevant facts. As coach, manager may want to advance slowly and carefully during this phase. Manager might find fact that requires coachee to go back and reset goal. In fact, do not be dissapointed if the model looks more like GRGRGRGROW. When in the Reality phase, question is like: What is happening now? How do you feel about it? What are the facts? Sir John Whitmore said, “In the Reality phase, facts are important and as in police investigation, analysis before all the facts are in can lead to theory building and biased data collection thereafter.”
Options: In the Options phase, the coachee and coach create a list of alternative courses of action. Be sure that oach and coachee come to a common understanding of the Reality of the situation. Ask questions to help the coachee brainstorm ways to accomplish the goal. When in the Options phase, question is like: What have you already tried? What else might you try? What if you had more time
Will: The will phase converts a discussion into a decision. After all options have been considered, the coachee decides what actions to take. As coach, manager aid this process without imposing your own will. It is the coachee’s commitment to his and her own action plan that generates the highest chance of success. When developing an action plan, question is like: what are you going to do? When are you going to do it? Will this action meet your goal?
Some coaching traps that need to be avoided:
- Don’t be vague about areas where improvement is required
- Avoid rambling; cite recent and specific examples
- Don’t surprise. Deliver timely, consistent messages
- Don’t attribute the source of the message to someone else
- Never discuss other employee’s performance or conduct
- Avoid getting emotional during your discussions
- Avoid letting coachee’s emotions affect coach’s calm demeanor