It is unclear who originally developed the GROW model, but some believe it was developed by Graham Alexander, but was welcomed by Sir John Whitmore.
For those new to the coach, the GROW model does provide a very useful framework. By helping the coach to truly identify what they want from the conversation, it really helps prevent it from becoming a purposeless chat. If the goal is ' SMARTend' you have a specific, measurable, achievable, relevant goal, and have a time limit, so both the coach and the coach know where the conversation should go.
This framework is also useful in group coaching or even business meeting environments where outside coaches or facilitators can establish a common common goal and meeting, and then work through "Where is it now?" ', the direction of advancement and the choice of specific actions.
But is this model always appropriate, especially on a one-to-one basis to help your coach make significant and sustainable changes? While it's certainly good to understand what the coach wants in the conversation, during the coaching session, good coaches often disappear from other issues and strictly adhere to the original goals that may prevent real problems from being resolved on the surface.
While the GROW model is designed to be flexible, I see coaches paying more attention to their ability to follow the model, not just listening to and focusing on customers. The Coactive coaching method [see Laura Whitworth, Karen Kimsey-House, Henry Kimsey-House, co-host of Phillip Sandahl] is very different. It tells the story of the current dance. With the client, listen carefully and use your intuition. Stay in touch with your customers, follow their energy and move to where they want to get into the conversation.
The final stage of GROW is Way Forward, in other words, the stage at which the customer determines that action is to be taken. Although the coach is about receiving customers, not every session can lead to specific actions. If we are coaches, we are so focused on finding action and focusing on "doing" things like this. We can ignore the importance of raising customers who they are, what they notice, what they feel, and how they feel. .
I know that coaches are so inclined to let their customers take action, they can't let them fully explore what matters to them and their potential problems cause their customers to not really commit to these actions, and unfortunately change. If the customer sees enough time, it is ' instead of doing ' then, the operation will automatically exit the conversation and be directed by the client. The way forward may simply be the promise to disappear and further reflect on some of the issues raised.
The advantage of the GROW coaching model is that it is a structure that guides the coach and its shortcomings... as long as the coach uses a structure to guide the conversation and stay correct, they will not be able to allow the client to guide the conversation.
So, if you are a coach, ask yourself, how do you use the GROW model? Will it guide you or bind you? Have you spent more time thinking about where you are in the model, or are you focused on listening and following your customers? Who initiated this action... Are you still a customer?
Orignal From: Pros and cons of GROW coaching mode
No comments:
Post a Comment