![]() ![]() Many of the programmes they ran for McKinsey included experiential coaching work on tennis courts. In 1986 the management consulting firm McKinsey became their client. Individuals become more aware, more responsible and gained a powerful sense of purpose in their work. Wanting to make a real difference to people, they showed how it was possible to grow not just performance but also learning and enjoyment. As pioneers of coaching in the workplace, they spent much of the 1980s developing the methodology, concepts and techniques for performance improvement in organizations. They soon realized the value of The Inner Game for leaders and managers of organizations. To understand the origins of the GROW Model, we begin in 1979 when John Whitmore and Graham Alexander brought The Inner Game® to Europe, with the blessing of The Inner Game creator Tim Gallwey. ![]() Through the book’s success, and our international workshops, GROW became known universally and is now acknowledged as the most popular coaching model globally. The book rapidly became the coaching bible for managers and executive coaches alike, selling over a million copies in 23 languages. Sir John Whitmore first published the GROW Model in 1992 in his book Coaching for Performance. The GROW Model has been seen to yield higher productivity, improved communication, better interpersonal relationships and a better quality working environment. Asking effective questions in a carefully structured way promotes deeper awareness and greater responsibility which leads to practical steps to accomplish goals and overcome obstacles. GROW coaching skills unlock potential and increase performance by increasing self-confidence and motivation. For this reason, some of the world’s most successful companies including Google teach their managers to use GROW. Organizations incorporate GROW into their management processes and leadership models to engage people, inspire great performance and maximize productivity. They see the results in their daily interactions with individuals. Leaders and coaches value the simplicity and flexibility of the GROW Model for coaching in the workplace. ![]() (c) 2017 The Estate of Sir John Whitmore and Performance Consultants International What will you commit to doing? ( Note: It is also an option to do nothing and review at a later date.)Įxample GROW questions from Coaching for Performance, 5th Edition.If it is not a 10, what would make it a 10?.How committed are you, on a scale of 1–10, to taking each of these actions?.When are you going to start each action?.Which options will you choose to act on?.What are the principal advantages and disadvantages of each option?.What different kind of options do you have to achieve your goal?.What will it be like if you achieve your goal?.What are the benefits for you in achieving this goal?.What is your goal related to this issue?.What would you like to have after answering this set of questions (eg, a first step/strategy/solution)?.Then write down your answers to each of these questions: First, think about something you would really like to achieve or perhaps resolve at work. ![]() The GROW coaching model is so effective that you can even use it to coach yourself. ![]()
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