The GROW model for a team coaching Tutorial

Unlock the power of teamwork with the GROW model for effective coaching! In this informative video, discover how to guide your department through change by setting clear goals, assessing reality, exploring options, and establishing concrete action plans. Dive into practical steps that enhance commitment and performance. Don’t miss these insights to foster agility and growth within your team!

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I will describe the four simple steps for

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an effective group work sequence and detail an example

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of how to use the grow model to

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improve the commitment and performance of your department.

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Here are the 4 steps to make your teams reflect on a given theme.

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Goal.

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What is your objective?

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What is the expected result?

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For example,

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improve customer satisfaction,

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limit the backlog of files,

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launch a new project,

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reorganize the work to avoid overload,

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make a successful merger.

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Reality.

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What is the current situation?

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This is an exploration of the current situation with respect to the objective.

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Analyze the current situation by asking good,

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open-ended questions.

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What is the context?

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What has already been done and for what results?

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Where are we now?

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What has stopped us?

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The aim of this phase is to shake up

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people's mentalities by asking many questions that will open up

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their individual frame of reference.

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How do we do this?

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By putting the focus on people,

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on reality in other areas,

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on habits and breaks.

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O

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as in options,

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what could you do?

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What are the options as a facilitator?

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Be the one to push to look for solutions elsewhere

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than where we were looking before.

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Be as open as possible to creative proposals outside the usual.

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Make people propose alternatives in divergent thinking,

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then converge towards the solutions that will give maximum satisfaction.

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Why not buy a vote?

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W is for will or way forward.

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It's the landing by the plan of action.

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What exactly are you going to do?

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What is your planned roadmap?

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An example.

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You can use the grow model to help your department

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cope with the change in organization and or culture.

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Here is how to apply the four steps in terms of issues,

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complexities,

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levers,

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and action plan.

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Question one.

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The challenges goal.

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What is at stake with the change in our service?

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What do we need to deliver?

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What are our objectives?

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What is our mission at the heart of this change?

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Get your team members to think in groups of 2

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or 3 by asking them to respond with action verbs.

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Give them 1015 minutes.

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Go through the groups to help them go further in their reflection.

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You can then write down the answers on the subgroups,

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ideally with a mind map

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and project them onto a screen.

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Help them by rephrasing their answers concisely before writing them down.

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Clarify with them,

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complete with them,

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validate with them what you note,

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then put together the challenges that are similar and belong to the same theme.

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Continue to stimulate creativity by asking everyone what they would add.

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Ask them regularly if they agree with what has been noted.

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Question 2.

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Complexities reality.

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Get your participants to change tables

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so they have new thinking partners and ask them a new question.

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What are the complexities or hazards or critical situations on the road to change,

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on the road to the realization of the challenges we have named in step one?

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Ask them to respond with nouns rather than verbs.

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It's not about listing the complaints if they are expressed.

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You can write them down on a separate flip chart

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because it is of course essential to get them purged sooner or later.

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It's about listing the complex situations that participants are

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or will be faced with in the change.

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Go around the groups again to help them to reflect.

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Then make a group return as in the previous step

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and make a written summary visible to all as in the previous step.

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At the end of this step,

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you have 4 to 10

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complex realities to explore,

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to overcome.

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Question 3

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levers,

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options.

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Have the participants change tables again,

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ask for volunteers and distribute the complex situations

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found in the previous step by tables.

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Here is the new question for each of these complex situations,

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what are the approaches,

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behavior,

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best practice to respond to them

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at the best level?

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Ask the participants.

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To begin sentences with an action verb,

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to have the actions described in concrete terms to the point of seeing a film.

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Ask them to be concrete with the description of the expected behaviors.

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People should know

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what they have to do,

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how they have to behave,

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what they say,

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what they will do from point A to point B.

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Go around the table and encourage participants to look at their past successes.

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Nicholas.

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In a similar complex situation,

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what did you do?

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How did you behave to turn this situation into success?

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Then,

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as a group,

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write down the main levers found and group these good practices by theme.

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You will find among others simple behavioral themes

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such as anticipation taking a step back,

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active listening,

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cooperation network,

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result orientation,

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assertiveness and leadership.

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Indeed,

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the best levers for successful change are based on behavior and soft skills.

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With this kind of group work using the grow model,

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I assure you that they will be convinced.

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Question 4,

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the action plan will weigh forward.

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Finally,

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decide collectively on the priority,

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good practices of the service for successful change

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and the action plan to achieve them.

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Give each participant time for individual reflection to

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see what his or her action plan is,

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what his or her priority themes for individual development are,

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and how he or she intends to implement them.

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Later,

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during 1 to 1 meetings,

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you will share with your team members on

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what they have noted at this working meeting,

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and you will follow up on their individual action plan.

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This was an example of the application of the grow model goal,

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reality,

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options,

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and will way forward

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to help your department cope with a change in organization and or culture.

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With this tool we almost reached team coaching.

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