The Discipline of Questions: Mastering the GROW Model
In my previous posts, I explored the discipline of listening and the "Wheel of Anything." This week, we added a structural powerhouse to the toolkit: the GROW model, popularized by Sir John Whitmore.
The GROW framework is a staple in business and leadership, and for good reason—it provides a clear map for a conversation to move from "stuck" to "action." The structure is elegantly simple:
G — Goal: What do you want to achieve?
R — Reality: Where are you now?
O — Options (or Obstacles): What could you do?
W — Will (or Way Forward/Wrap-up): What will you do?
Personally, I prefer "Options" over "Obstacles." Focusing on obstacles can sometimes anchor a conversation in the negative, whereas options keep the thinking expansive and creative.
From Delivery Lead to Coach
As a Delivery Lead, I realized how closely this mirrors the facilitation work I already do. When a team is blocked, we clarify the goal, assess the current state, brainstorm options, and define the next step. Coaching simply makes that process more intentional and person-centered rather than task-centered.
Lessons from the Coachee’s Chair
During our session at Barefoot Coaching Ltd, I stepped into the role of the coachee. My goal was practical: getting back into a running routine. It was fascinating to see how a vague intention—"I should run more"—became a concrete plan with realistic actions in just twenty minutes.
The "Inner Critic" and the Art of the Question
When it was my turn to coach, my internal experience was different. Upon reflection, I noticed I was asking many "closed" questions—starting with "Do you..." or "Is there..."—rather than the more powerful, open-ended "How" or "What" questions.
Even though the feedback I received was positive, my inner critic was loud. I’m learning that part of this journey is quieting that "performative" voice. The goal isn't for me to sound like a sophisticated coach; it’s to provide the space for the person in front of me to think clearly.
Connecting the Dots: The Wheel + GROW
I’m starting to see how these tools stack together:
The Wheel of Anything helps a client identify which areas of their life or work need attention.
The GROW Model then takes one of those slices and turns it into a concrete roadmap.
Leadership Takeaway: The best leadership questions aren't always the most complex. Often, they are the simplest ones—the ones that give people enough room to find their own way forward.
When you’re leading a team, do you tend to focus more on the "Reality" (the problems) or the "Options" (the possibilities)? I’d love to hear how you balance the two.
