1. Retail Coaching Workbook

2. GROW Coaching Model

3. G R O W The GROW Model of Coaching Goal Reality Options Will
What do you want to achieve?
Reality
What’s the reality you are facing?
Options
What options do you have?
Will
What will you do ?
The GROW coaching model is a simple and effective framework for coaching and joint problem-solving and is described by John Whitmore in “Coaching for Performance”.
It can be used in a variety of situations, from discussing ways of meeting objectives to individual issues and decisions. You can use it as a framework for the whole review session, or for issues that may arise. It is also invaluable for one-to-one and informal discussions.
GROW is an acronym for GROW
G : Goal (what do you want to achieve?)
R : Reality (what’s the reality you are facing?)
O : Options (what options do you have?)
W : Will (what will you do?)

4. The GROW Model
Agree on the topic of discussion and the objective of the conversation
Create an action plan with accountability or time and support
Explore the possibilities. Be creative in finding solutions. Consider obstacles to success and determine how to deal with them appropriately
Invite self-assessment and other specific examples from your experience
Some tips for great feedback. Not exhaustive! group may have useful stuff from other courses they have been on
Ask the recipient
Establish with the recipient how they would like to receive the feedback so they are responsive and have the best chance of putting it into practice. We all like to receive information in different ways. Ideally make a contract at the start of a coaching relationship.
Have a clear, useful intention
Be clear about your intention for giving the feedback. If it is to prove yourself right or put someone in their place it won’t work! A useful intent is to raise the coachee’s awareness in order to help them raise their performance.
Manage your and their emotional state
If you are feeling angry or disappointed this will communicate itself to the coachee to some degree. If the receiver is feeling similarly they are unlikely to accept your observations constructively. Don’t use the feedback as a way of venting; calm yourself down before having the conversation. If you think your feelings are going to spill into the conversation, then acknowledge this explicitly to the coachee, to build their respect and trust.
Keep it Timely
Give feedback as soon as is practical, whilst it is fresh in your mind and the coachee’s mind. This also gives them the best chance of improving their future performance as soon as possible.
Make it Safe
Make it safe for the coachee to hear the feedback. For example, do it privately, rather than in public. Ask them if it is a good time and place – if not where and when would suit? Clarify your intent – e.g. “I want to make sure you are successful in running these meetings”.
Stick to Observable Data
Stick to the observable facts you have witnessed. Avoid judgement and interpretation. Also beware of information you have got from other people – it is a frustrating form of feedback because coachees can’t challenge it.
Ask for Action
Make sure the coachee commits to a specific action as a result of the feedback conversation. What are they going to do differently in the future?

5. Conversations Using the GROW MODEL
What do you want to have happen?
E.g.
Set SMART Goal to achieve
What is happening now?
Actively Listen
Ask thought provoking questions
Avoid problem-solving at this stage
What could you do to make this happen?
Generate all possibilities
Ensure choices are made
Offer suggestions last
What action will you do next ?
Clarity of direction
Alignment what will you commit to? What will I do?
Make steps specific and time-phased
Identify possible obstacles
Goals
Will G R O W
Options
Reality
CLARITY
ALIGNMENT
CLOSURE

6. Key GROW questions for the coach
Goal
Reality
What is happening at the moment?
How do you know that that is accurate?
When does this happen?
How often does this happen?
What specific effect does this have?
How do you know there is a problem?
How have you verified the problem?
What other factors are relevant?
Who else is involved?
What is their perception of the situation?
What else is relevant?
What have you tried so far?
What would you like to discuss?
What would you like to achieve?
What would you like from this session?
What would need to happen for this time to be well spent?
What is the most important aspect of this session?
What would you like to be different after this session?
What outcome do you want from this session?
How realistic is the goal?
Can we achieve this in the time we have available?
What would be of real value to you?
Options
What could you do?
What alternatives are there?
What possibilities for action are there?
How realistic are they at this stage?
Who might be able to help?
Would you like suggestions from me?
What would be the consequences of that option?
What are the benefits or pitfalls of doing that?
How would you rank the options available?
Which one will you act on?
Will
What are the next steps?
When will you do them by?
What might get in the way?
What do you need to record in the diary?
What support or assistance do you need?
How and when will you enlist that support?
GROW is a structure within which the quality of questioning from the coach and awareness and responsibility displayed by the coachee will determine the success

7. The Grow Coaching Model – Work Sheet
Y/N if covered
Check each step and write key words as the coaching progresses
ESTABLISHES RAPPORT
Creates environment of trust and security
Sincere
Seeks to understand
Let them understand you
GOAL
Reason for session
Agree on need for change
Encourages coachee to define goal(s)
Goal is SMART
REALITY
Uses effective questioning to explore deeper level of awareness
Avoids being judgmental in questioning
Invites self-assessment
Checks assumptions
OPTIONS
Gets as many options as possible without evaluation
Overcomes negative (self-limiting) assumptions from coachee
Offers additional suggestions when appropriate
Encourages coachee to practise options
Use this template as a guide to help you through your coaching sessions
WILL
Action plan relates to achievement of goal
Establishes who will do what and when
Identifies potential obstacles and solutions
Ensures commitment
Sets up review date