Models in Coaching
On this page you will find a possibly exhaustive list of coaching models. And right away, at the very beginning, I would like to emphasize that for me the coaching model is one thing, and the methods or tools used in a given coaching model are another thing. I am speaking on my behalf here, but I believe that I am in line with the standards set by recognized authorities in this approach. Following Socrates, I first try to ensure that we know exactly what we are talking about, we understand it the same way, and that you, dear reader, will get clear and verifiable information.
By the coaching model, I mean something superior, something that defines the structure and principles of the approach adopted. However, within this structure and in accordance with certain rules, we can use selected methods and tools. And to be consistent, I also want to emphasize that a method is not the same as a tool.
Perhaps a short example relating to the conduct of sociological research will show it well. Research can be conducted according to various models, one of the methods used in a given research may be a questionnaire (another may be an interview), and a tool may be a set of specific questions (or, for example, specific software that automates the collection of answers).
In the following, you will find a description of the coaching models, which shows their most important features, sources of origin and the differences between them.
GROW coaching model
The GROW model is a "classic of the genre", well-established, proven and the most frequently used coaching model.
Its co-founder and main popularizer is Sir John Whitmore, the father of business coaching.
Sir John developed it along with the Graham Alexander and Alan Fin, and the world heard about this model for the first time in 1992 thanks to a book by Sir John Whitmore entitled Coaching for Performance. From that moment, the world career of the GROW model began, and Sir John's book is considered the bible of business coaching.
Image source: www.CoachingCultureAtWork.com
Goal - Main goal (what do you want to achieve?)
Identifying the goal is a key stage in the coaching process. It is worth taking the time to analyze it very carefully.
What do I want to achieve?
How specific, realistic, relevant and time-limited is my goal?
WHY do I want to achieve it? What will it do for me? How will it benefit me?
How will I know when I have achieved my goal? What will change in relation to the current situation?
Is this really MY goal? Or maybe something that I want to implement under the influence / for the sake of someone else?
Reality - Reality (Where are you NOW? What's going on?)
Taking the time to analyze the current situation allows, firstly, to make it real (i.e. to separate the facts from our speculations or interpretations), secondly, to look at it from different points of view (and thus broaden our perspective) and thus prepare solid ground for determining and selecting an option in the next step.
What is happening at this point? How is it now?
What I see? What can I hear? What I feel? What am I doing? How it behaves?
If I would assign the number 10 to the ideal situation (goal achievement situation), how would I rate the current situation on a scale of 1 to 10?
Is achieving the desired progress worth my effort? Maybe in this context the current situation is not as bad as I thought?
What actions have I already taken? What works? What is not working?
Options - Options (What can I do? What are the POSSIBILITIES?)
This stage is used to generate possible solutions by looking at yourself and your surroundings as broadly as possible.
How can I achieve my goal? What could I do to get closer to my goal?
What still can i do? (this question is worth repeating often) What is worth stopping to do so that I can achieve my goal? (smart question!) What else?
Who could help me achieve my goal? What resources could I use to achieve my goal? Do I know anyone who has already achieved such a goal? What can I learn from this?
What other options do I see to achieve my goal?
If I wasn't limited in time, what else could I do?
If I wasn't limited any other obstacles, what else could I do?
Will - Will (What WILL YOU DO? How MUCH WANT to do this?)
This is the stage at which you make a decision about what specific actions you will take.
Which of the options do I choose? Which one is the best for me at this stage? Why?
If I would define the maximum level of motivation with the number 10, how would I rate my willingness to implement the selected option on a scale of 1-10?
What do I want to do with this choice? What will be my first step? Where will I start? What can I start doing right now?
How will I check if the selected actions are bringing me closer to the chosen goal?
How will I celebrate my progress? How will I appreciate myself for the results achieved?
The flexibility of the GROW model
It is important to emphasize that the GROW elements listed above do not always have to be run in this order only. An effective coaching conversation usually starts with an exploration of Goal and Reality, but then can run between all four elements.
Image source: www.CoachingCultureAtWork.com
Since the publication of the GROW model, there have been some differences in interpretation the "W" element. Sometimes it is given the meaning of "Wrup up" and sometimes "Way forward" (the way forward or what actions will you take? ”Sir John Whitmore made it clear, however, that" W "meant" Will "in the sense of having the will to commit, and that this interpretation was an important part of the model.
On the other hand, Sir John did not want humans to slavishly follow this pattern. It is merely a structure for ensuring that you are aware of what type of question will be most productive at any given time.
What a Coach's question refers to usually matters more than the question itself. Questions about a goal energize, questions about reality provide clarity, and questions about options and actions turn ideas into achievements.
Whitmore, Sir J. (2019) Coaching for Performance. London, Brealey
Wilson, C. (2020 Ed3) Performance Coaching: a Complete Guide to Best Practice Coaching and Training. London, Kogan Page
Variations of the GROW Model
You can find different variations of the GROW model, such as TGROW, SGROW, GROOW, I-GROW and ReGROW. However, I would like to emphasize that each of them is just an attempt to creatively add something to a very coherent model.
For the sake of order, however, I will briefly describe the TGROW model, which in my opinion, as the only one among other variations, brings something important to the mother model.
TGROW coaching model
"T" stands for "Topic", in other words it is a fairly broad area that the coachee wants to deal with .
According to the author, at the beginning of the conversation it would make sense to understand and explain the topic and its scale. Understanding the bigger picture of why this is important to Coachee and perhaps to his long-term vision.
At this stage you can discover issues that differ from those with which Coachee "sat at the table", and possibly even cause a complete change of subject conversation.
By having the Topic step separate from the Goal step, we can distinguish the bigger picture from the specific goals that can emerge from it. It also helps to create a solid foundation and ensure that goals are not set prematurely before the overall picture is clarified . For example, setting goals before checking the motivation behind them can lead to the definition of secondary goals.
Examples of questions that may be asked at this (before) stage are as follows:
What would you like to talk about?
What is important to you? For what reason?
What's behind it? What would that mean to you?
The rest of the TGROW coaching model follows the traditional GROW structure, so in short:
T - Topic - explanation and exploration of the topic
G - Main goal - setting specific goals - long / medium / short term and for the session itself
R - Reality - understanding where the coachee is currently in relation to their goals?
O - Options - explore options to move forward
W - Wola (Summary / Way forward) - identifying and agreeing on specific actions
At the end of this part relating to the variation of the GROW model, I would like to add that I often encounter a misunderstanding in which the GROW coaching model is confused with the GROWTH model. And in different ways.
First, you can find the GROWTH coaching "model", but I consciously use the quotation marks as in my opinion they are a marketing abuse. Its "author" is Cindy Chen , creator of Growth Centered Coaching , who added two more letters to the GROW model:
T. for Tactics
H. for Habits (which are meant to reflect the sustainable growth ).
It sounds as if the original GROW model is not growth / development oriented. And as if as a result of it not there were permanent changes. I cannot agree with that.
Second, there is the GROWTH model developed in 1998 by Professor Larry E. Greiner , but it deals with the phases through which each company goes through in its development. So it is about Growth of an organization - not an individual.
Third, there is the Growth model which is the growth model and a product development plan used in marketing . It records how a product acquires and retains users and the dynamics between different channels and sales platforms.
Solution Focused Coaching - SIMPLE and OSKAR coaching models
Both models have their roots in Solutions Focused Therapy. In contrast, Paul Z. Jackson and Mark McKergow used this approach in coaching and for the first time described in their book The Solutions Focus: Making Coaching and Change SIMPLE
In this way, the coaching trend emerged, which, as the authors write, focuses in a special way on solutions (and not problems), builds on strengths (not weaknesses) and looks for positive ways forward (and does not examine barriers). By channeling energy in a positive way, focusing on strengths, and working on a solution, Coachee will feel motivated and energized rather than deprived of energy, which the authors say is experienced when problems and difficulties are discussed and analyzed.
"The Solutions Focus: Making Coaching and Change SIMPLE" by Paul Z Jackson and Mark McKergow
"Coaching Plain & Simple: Solution-focused Brief Coaching Essentials" by Peter Szabo
SIMPLE coaching model
As in the case of the GROW model (and its variations), the model name SIMPLE is an abbreviation derived from the first letters of the model elements. And it consists of the following elements:
S olutions not problems
I n-between - the action is the interaction
M ake use of what's there
P ossibilities - past, present and future
L anguage - clarify and understand (simple language)
E very case is different (each case is different)
Since, in my opinion, this model does not differ significantly from the GROW model, I will only describe the letter 'L', i.e. the Language element, in more detail. Once again we come back to Socrates and to focus on simplicity and full, reciprocal understanding what we are talking about. Coach's task is to talk to Coachee in such a way that the "big" words he uses are translated into simple and understandable language. As well as help Coachee get rid of illusions by "hiding" behind certain concepts.
OSKAR coaching model
OSKAR consists of the following elements:
O utcome (setting the expected result)
S caling (scaling the result distance from the current state / protocol of discrepancy)
K now-How (knowledge, resources, looking for opportunities, generating ideas)
A ffirm & Action (strengthening strengths, strengthening Coachee's faith and motivation)
R eview (overview and summary of the whole, plan of specific actions to be taken)
According to the creators of the model, the most valuable stage is "Know-How" and he should be the one to spend the most time talking. This stage is "gold prospecting" to find out what Coachee has at its disposal.
It is also worth adding here that the OSKAR model is used instead of / next to the SMART model to define good goals. So look at him from this perspective now and you will surely see a great resemblance.
CLEAR coaching model
The CLEAR coaching model was developed in the early 1980s by Peter Hawkins and apparently could not stand the comparison with the GROW model. It was described in the book entitled Coaching, Mentoring and Organizational Consultancy: Supervision and Development and consists of the following elements:
C ontracting (a contract in the sense of cooperation, but also a contract for a given session, defining the goal)
L istening (listening, observing and exploring reality)
E xploring (looking for solutions)
A ction (generating action plans, choosing the best path)
R eview (review the results, giving them values, tapping into internal motivation)
I hope you will agree with the statement that, compared to the models already described, we find nothing innovative here.
Other coaching models
You may encounter more models or methods that are called a model. Eg CIGAR, COACH (there is such!), FISH, GOLD, STORM, SUCCESS ... But I want to assure you that you won't lose much without knowing them. A separate topic is the "so-called" models of self-caoching, which were developed especially in the USA. Perhaps I will devote a separate column to them.
To sum up: the GROW model has withstood the test of time the best and has been the undisputed king for many years. We can talk about successive techniques, sets of stronger or weaker questions (which can be discussed endlessly), but the structure of GROW itself remains as certain as the existence of the four corners of the world is certain.