The GROW Model for Leaders

As organizations navigate increasing complexity, great leaders aren’t simply task-masters or checklist-monitors. They’re coaches—guides who help team members uncover their potential, build confidence, and take ownership.

The GROW Model is a powerful yet straightforward tool that leaders can use to structure meaningful developmental conversations, support people to think deeper, and set them on a path where they keep growing long after the one-on-one ends.

What is the GROW Model?

The GROW Model is a simple coaching framework designed to guide conversations that promote clarity, action, and growth. The acronym stands for:

Goal: What do you want to achieve?
Reality: Where are you now?
Options: What could you do?
Way Forward (Will often used): What will you do—and when?

Each step builds on the last, helping the individual move from broad vision to specific action. Unlike traditional mentoring, where advice is often given, GROW puts ownership on the coachee—making the outcomes far more meaningful and lasting.

Why Use GROW?

Before exploring each element, here’s why GROW works:

Empowers individuals by placing responsibility for change firmly in their hands.
Builds clarity through structured reflection.
Encourages multiple solutions, not just one predetermined path.
Drives progress through realistic commitments.
Supports learning, not fixing—coaching helps develop skills and confidence over time.

Define the Goal

The first stage centers around clarifying exactly what the coachee wants to accomplish. Too often, people start with vague aspirations like “be better at presenting.” GROW encourages specificity and inspires motivation.

How to ask goal-setting questions:

“What exactly do you want to achieve—and by when?”
“How will you know you’ve succeeded?”
“What matters to you about this goal?”
“Is this goal within your control?”

Example: Instead of “I want to improve communication skills,” a strong goal might be:

“I want to deliver a confident 15-minute presentation to our senior leadership team by August that leads to at least three meaningful questions or suggestions.”

That goal paints a clear picture, includes a deadline, and outlines a measure of success.

Explore the Reality

Once the goal is clear, it’s time to understand the current starting point. This phase uncovers strengths to leverage, gaps to close, and any hidden barriers.

Reality-check questions include:

“What’s happening now related to your goal?”
“What have you tried already? What were the results?”
“What’s working well, and what’s not?”
“What internal or external barriers do you see?”

Example: Let’s say someone wants to lead team meetings more effectively. The reality might look like:

“Right now I feel nervous speaking in meetings. I dominate some parts and hold back in others. I’ve tried writing outlines, but I rarely stick to them. I worry about negative feedback if it goes wrong.”

This honest picture builds trust—and sets the stage for solutions.

Generate Options

This stage is about creativity—coming up with as many potential paths forward as possible, without judgment. It’s less about finding the answer and more about recognizing that the coachee holds many possibilities.

Options exploration questions:

“What could you do to move forward?”
“What else?”
“If time, money, or risk weren’t a constraint, what might you try?”
“What have others done in similar situations?”

Encourage brainstorming—build momentum with “and then…?” prompts. Sometimes, sharing possible ideas as a coach kick-starts productive thinking, as long as you don’t dominate the process.

Example: For confident meeting leadership, options might include:

Rehearsing with a colleague and asking for feedback.
Recording yourself and reviewing presentation mannerisms.
Leading a smaller internal discussion group first.
Reading a book or taking a workshop on facilitation skills.
Experimenting with interactive tools (e.g., whiteboard apps, live polling).
Ask the team what they’d like more of in meetings.

Set the Way Forward

The final—and most critical—stage transforms ideas into action. By setting a clear action plan, you guide the individual to commit to specific steps, grounded in their reality and aligned with their goal.

Way forward questions:

“What will you do—and by when?”
“What support or resources do you need?”
“What might get in your way, and how will you handle that?”
“How will you measure progress?”
“When should we reconnect to review and adjust?”

Use the SMART framework—Specific, Measurable, Achievable, Relevant, Time-bound. Ensure the first step is manageable, thus building momentum. Also, identify accountability structures: a check-in with you, a peer mentor, or self-reflection prompts.

Example:

“I will ask Lisa to co‑facilitate our weekly stand‑up meeting next Tuesday to observe and coach me. I’ll share a 5‑minute agenda a day in advance, and afterward ask the team for feedback on clarity and pace. We’ll meet Friday to reflect and plan next steps.”

GROW in Action: Conversation Flow

Here’s what a practical GROW conversation with a team member might look like.

Goal: “What would success look like for you this quarter?”
Reality: “What’s getting in your way now?”
Options: “What could you try?”… “What else?”
Will: “Which option stands out? What’s your first step?”
Commitment: “When will you do that, and how will we track progress?”

You don’t have to progress linearly—you can jump back to Reality if new barriers appear, or revisit Options if the chosen path feels weak. GROW is flexible and iterative.

Why It Works

Here are the main reasons GROW is a powerful coaching tool:

Ownership – The coachee sets their own goals and action, boosting motivation and confidence.
Structure – It offers a clear path from abstract thinking to concrete plans.
Insight – Reality exploration surfaces hidden assumptions, gaps, and strengths.
Creativity – Generating multiple options broadens thinking.
Accountability – Way Forward grounds ideas in timelines, support, and commitment.

Tips for Effective GROW Coaching

1. Ask—don’t tell.
Resist jumping in with advice. Instead, ask powerful questions that draw out the coachee’s thinking.

2. Listen deeply.
Be fully present. Listen for beliefs, emotions, and patterns that can shape future support.

3. Encourage self-awareness.
Use questions like “What does that tell you about your preferred style?” or feedback reflections like “I notice you light up when describing static visuals—what does that mean for your communication?”

4. Challenge gently.
If the coachee says, “I can’t,” explore that. “What makes you say that? What have you done before where you succeeded?”

5. Build confidence.
Highlight small wins and progress. Celebrate effort and growth—even if the outcome isn’t perfect.

6. Keep sessions concise.
30–45 minutes is often enough. Multiple short conversations can outperform a single long one.

7. Document the plan.
Capture goals, realities, options, and agreed actions in writing. It provides a reference for both parties.

8. Follow up.
Don’t just close the call—schedule a follow-up to review progress and tweak the approach.

Handling Real-World Scenarios

To make GROW feel real, let’s walk through a few typical workplace use cases.

A. A junior team member struggling with prioritization

Goal: “Organize your workload so you can meet deadlines without stress.”
Reality: They juggle many tasks, lack clarity on priorities, and check email frequently.
Options: Use a task manager; batch email; set boundaries; Use Eisenhower matrix; ask manager weekly for priority overview.
Way Forward:
- Choose the Eisenhower matrix this week.
- Build a template in Excel.
- Use it daily for each task.
- Review in two weeks.

B. A high-potential individual prepping for a stretch assignment

Goal: “Lead the upcoming client project kickoff meeting by July 1—and get great feedback.”
Reality: They’ve never led client meetings but have strong subject-matter knowledge.
Options: Shadow similar meetings; draft agenda; run rehearsal; check with mentor; run a dry-run with peers; ask client for session involvement.
Will:
- Shadow two client kickoffs next month.
- Draft an agenda by June 10 and review with peer.
- Enlist Jane to role-play the client scenario.
- After the meeting, debrief with feedback.

C. A team wrapping up year-end objectives

Goal: “Finish Q2 deliverables on time and reduce off-track tasks to under 10%.”
Reality: Deliverables slipping, low morale due to unclear roles.
Options: Reassign tasks; clarify roles; set mid-week status sync; celebrate small wins; escalate blockers.
Way Forward:
- Schedule a mid-week sync starting next Wednesday.
- Send out updated RACI for all Q2 deliverables.
- Celebrate two small successes in each session.
- Check status regularly—track and share weekly.

Growing the GROW Habit in Your Team

GROW works best when it’s consistently practiced over time—not just in one-off coaching sessions. Here’s how to make it part of your culture:

Lead by example: Coach your direct reports using GROW.
Train leaders: Run internal workshops or create job aids to help managers learn the model.
Embed in systems: Add GROW questions into performance review templates, one-on-one doc templates, or team meetings.
Share success stories: Celebrate when someone uses GROW and makes progress.
Provide coaching support: Encourage peer-to-peer coaching circles and cross-functional coaching check-ins.
Measure impact: Look for improved engagement, reduced ramp time, and increased innovation as signs GROW is taking hold.

Overcoming Common Pitfalls

Even great frameworks can stumble without care. Here are some common missteps and how to avoid them:

Pitfall: Skipping to Advice (The Fixer Trap)

Some leaders dive into solutions right away—especially if they’ve faced similar situations. To avoid this:

Pause before offering advice.
Use “What do you think?” “What else could help?” to shift thinking back to the coachee.

Pitfall: Vague Goals

Ambiguity undermines progress. Solution:

Ask SMART questions: what, how much, by when, why.
Make the goal visible—on a board, in a doc, or email.

Pitfall: Superficial Reality

A cursory understanding leads to weak solutions. To deepen:

Ask “What else?” and “What’s right underneath that?”
Use tools like timeline, stakeholder map, or self-assessment grids.

Pitfall: Underpowered Options

Sometimes, coachees pick the first idea rather than exploring possibilities. Fix:

Encourage a minimum of 5 options before deciding.
Introduce creative prompts: “What if…”

Pitfall: No Follow-Up

Lack of accountability stalls progress. To keep momentum:

Schedule next check-in during the same session.
Ask how they’ll track progress and what they need from you.

Advanced Tips & Twists

Once you’re comfortable with the basics, here are ways to deepen impact:

1. Use Metrics & Data

In reality, ask:

“What number would show progress?”
“How often will you track that data?”

2. Add Reflection Prompts

After Way Forward:

“What might go well—what might get in your way?”
“How will you learn from this?”

These questions help anticipate problems and foster reflection.

3. Check Beliefs

If a coachee says “I can’t,” explore:

“What belief lies under that statement?”
“What evidence supports or challenges it?”

This adds a mindset coaching layer.

4. Stretch the Goal

Help them step out of their comfort zone:

“If you could do one stretch move, what would that look like?”

This increases stretch and learning.

5. Use Peer Coaching

Pair people to use GROW with each other:

They get practice.
They build perspective and connection.

GROW Coaching Session Template (One on One)

Step	Time	Questions / Prompts
Goal	5m	What do you want? What would success look like? How will you know when you’ve got it?
Reality	10m	What’s going on now? What have you tried? What’s working—and not? What’s holding you back?
Options	10m	What could you do? What else? If no constraints, what would you try?
Way Forward	10m	What will you do? When? What do you need? What might stop you—and how will you handle that? When shall we check in?
Close	5m	Reflect: how confident are you (1–10)? What could strengthen your plan?

Real-Life Leader Story: Using GROW to Spark Innovation

When Jane became team lead, she faced low morale and limited innovation. Her first instinct was to assign brainstorming tasks—but results were underwhelming.

Instead, she tried GROW with each team member:

Goal: Create an experiment proposal to improve customer onboarding.
Reality: Lack of time, unclear process, risk aversion.
Options: Quick research, peer review, customer interviews, test A/B campaigns.
Way Forward: Each member drafted a mini proposal in two weeks, with at least one customer quote in it.

By the end of the month, three proposals were submitted—and one was selected for pilot. Team morale surged, and people felt invested.

The GROW Model gives leaders a powerful yet flexible framework to guide conversations that spark change. It’s time-tested, easy to learn, and delivers impact:

Goal: Inspire clarity and purpose.
Reality: Build honest awareness and trust.
Options: Invite creativity and ownership.
Way Forward: Drive action, accountability, and learning.

To truly embed GROW, make it part of your coaching style—not just a tool you pull out occasionally. Practice regularly, help others lead with it too, and over time you’ll notice a culture shift—toward accountability, innovation, and meaningful growth.

As you move forward, remember: it’s not about fixing people—it’s about building their ability to grow.

Here’s to becoming a more intentional, empowering leader—one GROW conversation at a time.