Clarifying Goals and Realizing Actions: The Appeal and Practice of the GROW Model

Are you familiar with the "GROW model"? It is a framework widely used in the context of coaching and goal setting, and it is said to have been first proposed by John Whitmore in his book "Coaching for Performance" . This book was published in 1995, so quite a bit of time has passed. However, it still feels very vibrant. This model is designed to help clients and teams develop concrete action plans to achieve their goals.

The Four Steps of GROW

GROW is named after the acronym for the following four steps.

G (Goal)

First, clearly define what goal you want to achieve. It is desirable for this to be a goal that is specific, measurable, achievable, relevant, and time-bound.

R (Reality)

Assess the current situation or reality. Here, you take into account current challenges, obstacles, and resources to clarify the starting point for achieving the goal.

O (Options)

Explore possible action options and approaches. This includes considering various methods and strategies for achieving the goal.

W (Will)

This is the step to strengthen the will or commitment to actually take action. Here, you develop a concrete action plan to work on the chosen options and solidify the will to execute it.

Example of the GROW Model

As an example of the GROW model, let's imagine an "engineer aiming to master a new technology."

G (Goal) - Goal
The engineer wants to give a presentation on a new technology at a technical conference to be held in 6 months. Goal: "Successfully give a presentation on the new technology in 6 months"


R (Reality) - Reality
However, the engineer currently only has basic knowledge of that new technology. Other projects are also underway, making it difficult to secure study time. However, they are aiming for career advancement through the success of the presentation at the conference.

O (Options) - Options
Set aside a fixed number of hours per week for study. Use online courses and books to learn. Set up regular meetings with mentors or experienced people to receive questions and feedback. Launch an actual small-scale project to learn the new technology practically.

W (Will) - Will
The engineer decides to secure 5 hours of study time per week. Check progress every 2 months and adjust learning methods and plans as necessary. Set up a meeting with a mentor once a month to share questions and progress. After 4 months, release the actual small-scale project and receive feedback.

In this way, through the GROW model, the engineer can formulate a clear plan and action steps toward achieving the goal, which helps maintain their progress and motivation.

When a supervisor uses the GROW model, subordinates can find their own goals and challenges more clearly, and it becomes possible to deepen their approaches and ways of thinking for them. The act of the supervisor constructing questions through this model itself helps the subordinate seriously engage with their growth and challenges.

For example, if a subordinate clearly understands the goal but their analysis of the current situation is shallow, the supervisor can help the subordinate's understanding through questions such as "How do you evaluate the current situation?" Also, if the supervisor feels that the subordinate has not sufficiently considered options for problem-solving, they can provide an opportunity to broaden the subordinate's perspective by asking, "Are there any other approaches or means you can think of?"

In this way, by using the GROW model as a framework, communication between the supervisor and subordinate becomes more concrete and constructive, making it possible to meaningfully support the subordinate's growth and problem-solving. That is wonderful.