When do you need to review progress? Daily, weekly, monthly?įinally, decide on a date when you'll both review their progress.What could stop you moving forward? How will you overcome this?.So, what will you do now, and when? What else will you do?.In doing this, you will help them establish their will and boost their motivation. The final step is to get your team member to commit to specific actions in order to move forward toward their goal. That's great – but in itself, this may not be enough. What do you need to stop doing in order to achieve this goal?īy examining the current reality and exploring the options, your team member will now have a good idea of how they can achieve their goal.What factors or considerations will you use to weigh the options?.What are the advantages and disadvantages of each option?.What if this or that constraint were removed? Would that change things?.Typical questions that you can use to explore options are as follows: It's important to guide them in the right direction, without actually making decisions for them. But let your team member offer suggestions first, and let them do most of the talking. Then, discuss these and help them decide on the best ones.īy all means, offer your own suggestions in this step. Help your team member brainstorm as many good options as possible. Once you and your team member have explored the current reality, it's time to determine what is possible – meaning all of the possible options for reaching their objective. Does this goal conflict with any other goals or objectives?.
Have you already taken any steps toward your goal?.What is happening now (what, who, when, and how often)? What is the effect or result of this?.Useful coaching questions in this step include the following: Too often, people try to solve a problem or reach a goal without fully considering their starting point, and often they're missing some information that they need in order to reach their goal effectively.Īs your team member tells you about their current reality, the solution may start to emerge. Next, ask your team member to describe their current reality. Does this goal fit with their overall career objectives? And does it fit with the team's objectives?.How will you know that your team member has achieved this goal? How will you know that the problem or issue is solved?.When doing this, it's useful to ask questions like: Make sure that this is a SMART goal: one that is Specific, Measurable, Attainable, Realistic, and Time-bound. To structure a coaching or mentoring session using the GROW Model, take the following steps:įirst, you and your team member need to look at the behavior that you want to change, and then structure this change as a goal that they want to achieve. Also, it's your job to guide team members to make decisions that are best for your organization. On the other hand, as a team leader, you'll often have expert knowledge to offer. On one hand, it's more powerful for people to draw conclusions for themselves, rather than having these conclusions thrust upon them. When leaders coach their team members, or act as mentors to them, this may or may not apply. This means that the coach must act as a facilitator, helping the client select the best options, and not offering advice or direction. In its traditional application, the GROW Model assumes that the coach is not an expert in the client's situation.