The GROW Model Explained: A Guide for Managers

A Framework for Structured Coaching Conversations

The GROW model provides a clear, four-stage structure for guiding development and performance discussions. It is a foundational coaching tool that helps individuals move from a current situation to a desired future by defining objectives, examining facts, exploring possibilities, and committing to action. This framework transforms managerial conversations from directive instruction to collaborative problem-solving.

Understanding the Four Stages of GROW

This coaching structure is built on a sequential yet flexible progression through four key areas. Each stage serves a distinct purpose in moving an employee from thought to action.

G – Goal: Establishing the Desired Destination This initial phase is about defining what success looks like. It involves clarifying both the immediate aim of the conversation and the longer-term objective the employee wants to reach. Effective goals here are SMART: Specific, Measurable, Attainable, Relevant, and Time-bound. This creates a shared target for the coaching session and beyond.

“A well-defined goal acts as a compass for the entire coaching conversation, ensuring both manager and employee are aligned on the destination.”

R – Reality: Assessing the Current Situation Before plotting a course, you must understand the starting point. This stage involves a factual, non-judgmental exploration of the present circumstances. It’s about identifying what has been tried, what results have occurred, and what internal or external obstacles exist. This honest appraisal separates assumption from fact and highlights the true gap between current reality and the desired goal.

O – Options: Generating Possible Paths Forward With the goal and reality clear, this stage focuses on brainstorming all possible strategies to bridge the gap. The manager’s role is to facilitate ideation, encouraging the employee to generate multiple avenues before evaluating them. This cultivates creative thinking and ownership, as solutions are discovered by the employee rather than prescribed.

W – Will / Way Forward: Committing to Action The final stage converts discussion into deed. It’s about building commitment and translating the best options into a concrete plan. This involves specifying actions, assigning ownership, setting deadlines, and determining how progress will be measured and followed up. It establishes clear accountability and turns intention into implementation.

Implementing GROW in Your One-on-One Meetings

Using this framework effectively requires a shift from telling to asking. The power lies in the questions you pose. Here is how to apply each stage with practical questioning techniques.

Initiating the Conversation: The Goal Stage Begin by co-creating the agenda for the discussion. This sets a collaborative tone and ensures the conversation is focused and valuable for the employee.

• Sample Questions:
  • “What would you like to walk away from our conversation today having achieved?”
  • “What is the larger objective you’re working toward, and what part of that can we address now?”
  • “How will we know if this discussion was successful?”

Diagnosing the Present: The Reality Stage Act as an objective investigator. Use open questions to gather data and encourage self-assessment. Listen more than you speak during this phase.

• Sample Questions:
  • “Describe the situation to me as it stands today. What are the key facts?”
  • “What steps have you already taken, and what were the outcomes?”
  • “Who else is involved, and what is their perspective?”
  • “What is within your control, and what is outside of it?”

Exploring Alternatives: The Options Stage Resist the urge to provide immediate solutions. Your task is to widen the field of view before narrowing it down. Encourage wild ideas and “what if” scenarios to unlock creative thinking.

• Sample Questions:
  • “What are at least three different ways you could approach this?”
  • “If you had unlimited resources or time, what would you try?”
  • “What advice would you give a colleague in the same situation?”
  • “What are the potential benefits and drawbacks of each option?”

Securing Commitment: The Will/Way Forward Stage This is where coaching converts to accountability. Be precise and help the employee define the very next step. Gauge their genuine commitment to the plan.

• Sample Questions:
  • “Which option feels most right to you, and why?”
  • “What will you do, specifically? What is the first action?”
  • “By what date will you complete this step?”
  • “On a scale of 1-10, how confident are you in executing this plan? What would make it a 10?”
  • “How would you like me to support you, and when should we check in on progress?”

Managerial Benefits of the GROW Framework

Adopting this model changes the dynamic of your team interactions. Its utility extends beyond single conversations to shape your overall management approach.

• Promotes Employee Ownership: By guiding employees to find their own answers, you build their problem-solving muscle and increase their commitment to outcomes.
• Creates Natural Accountability: The explicit action planning and follow-up in the “Will” stage build a system of accountability that feels collaborative, not punitive.
• Enhances Conversational Clarity: The simple structure provides a roadmap for both parties, making meetings more efficient and productive.
• Develops Team Capability: Over time, this approach empowers your team members to think more strategically and independently, elevating the team’s overall skill.
• Offers Adaptable Scalability: The framework is equally effective for a 15-minute check-in on a project hurdle or a 60-minute career development discussion.

Best Practices for Effective Application

To move from knowing the model to using it skillfully, integrate these practical tips.

• Introduce the Model to Your Team: Explain what GROW is and how you intend to use it. This demystifies your questioning approach and sets expectations for a more collaborative dialogue.
• Prioritize Listening Over Telling: Your primary tools are open-ended questions and active listening. Avoid jumping to the “Options” stage with your own solutions before exploring “Reality.”
• Maintain Flexibility: While the stages are sequential, conversations are not always linear. Be prepared to circle back to “Reality” if new options reveal unknown obstacles, or to “Goal” if the discussion reveals a misaligned objective.
• Document and Follow Up: Write down the agreed-upon actions and timelines. Use the start of your next one-on-one to review progress, effectively revisiting the “Reality” stage in an ongoing cycle.
• Keep Goals Visible: Refer back to the SMART goals set in the “Goal” stage during follow-ups. This maintains focus and allows you to measure progress objectively.

A Practical Checklist for Your Next Coaching Session

Use this quick-reference guide to prepare for and execute a conversation using the GROW model.

Pre-Session Preparation:

• $render`✓` Identify the general topic for discussion (e.g., project delay, career aspiration, skill gap).
• $render`✓` Remind myself to ask questions, not give directives.
• $render`✓` Have a note-taking method ready to capture actions.

During the Conversation:

• $render`✓` G – Goal: Co-establish the session's objective. Ask: “What do you want to achieve by the end of our time today?”
• $render`✓` R – Reality: Explore the current facts. Ask: “What’s the specific challenge? What have you observed or tried?”
• $render`✓` O – Options: Brainstorm without judgment. Ask: “What are all the possible ways you could tackle this?”
• $render`✓` W – Will: Secure a concrete commitment. Ask: “What specific step will you take first, and what is your deadline?”

Post-Session Actions:

• $render`✓` Send a brief summary of the action plan, including the agreed-upon goal and next steps.
• $render`✓` Schedule the agreed-upon check-in point.
• $render`✓` In the next meeting, begin by reviewing the previous “Will” commitments as part of the new “Reality.”

Adapting GROW to Common Management Scenarios

The framework’s strength is its versatility. Here are two examples of how the questioning focus might shift for different situations.

For Addressing a Performance Gap:

• Goal: “What specific aspect of your performance do you want to improve, and what would good look like?”
• Reality: “What feedback or data shows this is an area for development? What processes are you currently using?”
• Options: “What training, resources, or change in approach could help? Who might be a good model for this skill?”
• Will: “What one change will you implement this week? How can I provide feedback on it?”

For Coaching an Aspiring Leader:

• Goal: “What leadership role are you targeting in the next 18 months? What capabilities are most important for it?”
• Reality: “What opportunities have you had to lead so far? What feedback have you received on your leadership style?”
• Options: “What projects could you own to stretch these skills? Who could you shadow or mentor you?”
• Will: “Will you volunteer to lead the next team meeting? When will you connect with a potential mentor?”