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Severin Sorensen

Reframing the GROW Model: Barry Goldberg’s GROWTH Approach to Executive Coaching

In Episode #1158 of the Arete Coach Podcast, Severin Sorensen sits down with Barry Goldberg to discuss his adaptation of the GROW model into what he calls the GROWTH model. Barry, an experienced executive and leadership coach, brings a fresh perspective to this widely recognized coaching framework, emphasizing the need to incorporate "Time" and "Help" into the coaching process. In this article, we delve into the origins of the GROW model, its various adaptations, and how Barry's GROWTH model offers a more comprehensive approach to personal and professional development.



A Brief Overview of the GROW Model

The GROW model, developed in the 1980s by Sir John Whitmore and others, is a widely used framework in coaching that stands for Goal, Reality, Options, and Will. Despite its criticisms, the GROW model has significantly impacted coaching globally and remains a staple in coaching training programs.

  • Merits: Simplicity, solution-focused, and empowering the coachee to take responsibility for their development.

  • Criticisms: Seen as too structured for complex issues, lacking emotional components, and overemphasizing goal-setting at the expense of the learning process.


Introducing the GROWTH Model

Barry Goldberg introduces the GROWTH model by adding "T" (Time) and "H" (Help) to the traditional GROW model. This addition results in a more balanced responsibility between the coach, coachee, and the organization, enhancing the sustainability and realism of the coaching approach.

  • Time: Emphasizes agreed timeframes and patience in self-management. This new element addresses the realistic aspects of time management and ensures that coaching sessions align with deadlines and milestones.

  • Help: Introduces clear agreements on coach participation, boundaries, and delegation. It acknowledges that internal leaders often have a vested interest in outcomes and need to establish boundaries for their involvement.


The GROWTH Model in Practice

Barry has developed a 12-week program designed to help companies understand and implement the GROWTH model. The course is aimed at managers who oversee other managers, maximizing the potential for capacity-building at different organizational levels. The curriculum is structured to introduce coaching skills gradually while allowing participants to practice and adapt the model to their specific contexts.


Week-by-Week Breakdown (Selected Weeks)

  1. Week 1: Getting Started

    • Engages participants in conversation quickly, emphasizing the importance of asking questions without guiding them toward a predetermined answer.

    • Barry uses John Whitmore's coaching video and the "Who's Got the Monkey?" exercise to introduce coaching principles and the value of delegation.

  2. Week 2: Setting the Right Start

    • Focuses on getting the coaching engagement off to the right start by establishing a clear agenda for the conversation.

    • Introduces "Questions 101, 201, and 301," emphasizing the importance of building an internal list of questions that align with the company culture.

  3. Week 4: Tackling Resistance

    • This week is dedicated to addressing resistance, highlighting that "resistance is not futile."

    • Barry’s "four domains model" is also introduced which explores how change occurs and is integrated within an organization, navigating the emotional and rational aspects of coaching.

  4. Week 6: Developing Options

    • This week focuses on brainstorming and ideation, allowing clients to explore various options for moving forward.

    • Barry introduces tools such as "imagineering" to encourage creative thinking and clean slate design.

  5. Week 10: Custom to Organization

    • In week 10, Barry leaves room for customization to align with each organization's culture and systems, such as OKRs (Objectives and Key Results), Balanced Scorecards, or Kanban methodologies.

    • The inclusion of Time and Help acknowledges the need for managing time effectively, setting boundaries, and clarifying the roles of both coach and coachee in the process.

    • This flexible approach ensures the GROWTH model is adaptable to each team's unique needs, allowing the organization to take ownership of the process.

  6. Week 12: Celebrating Wins and Reinforcing Learning

    • Barry emphasizes the importance of a final session to reflect on progress and celebrate successes, which is crucial for embedding the GROWTH model into the team or company culture.

    • Participants are encouraged to share "war stories," fostering a sense of community and shared learning.

    • Barry suggests the possibility of quarterly follow-up meetings to maintain momentum and encourage ongoing growth, reinforcing the skills learned.


Other Variations of the GROW Model

The GROW model has many adaptations, reflecting the evolving nature of coaching. Barry's GROWTH model complements these variations by providing a more holistic and structured approach to coaching, particularly in organizational settings.

  • I-GROW by Professor Anthony Grant: "I" stands for "Issue," emphasizing the importance of reflection and documentation in coaching sessions.

  • I-GROW (Oxford Brookes University): "I" stands for self-awareness and professional behaviors.

  • T-GROW: Introduced by Miller in 2020, where "T" stands for "Topic," focusing on defining the subject of discussion.

  • GROWTH (Miller's Version): Includes "Tactics" and "Habits," focusing on steps toward goal achievement.

  • Re-GROW: Adds "Review" and "Evaluate" steps for subsequent coaching sessions.


Insights from Sir John Whitmore and the Essence of Coaching

The podcast concludes with a tribute to Sir John Whitmore, offering quotes that capture the essence of coaching. These insights emphasize that coaching is a process focused on facilitating progress, embodying the principles that Barry’s GROWTH model aims to uphold.


Quotes from Sir John Whitmore

  • "Coaching is unlocking a person's potential to maximize their own performance. It is helping them to learn rather than teaching them."

  • "People are like acorns. They have within them all the potential to become a magnificent oak tree. We need an environment that encourages and nurtures them rather than one that inhibits them."

  • "A coach is not a problem solver, a teacher, an advisor, or an instructor. He or she is a sounding board, a facilitator, a counselor, and a challenger."

  • "A coach is someone who gets you to do what you don't want to do so you can be who you want to be."

  • "I'm not there as their friend. I'm there as their chief agitator."

  • "The GROW model stands for more than the sum of its parts. It is not a mechanical process, but a context for a conversation, a dialogue that evolves according to the unique needs and insights of the coach and the coachee."

  • "You cannot teach a man anything. You can only help him to find it within himself." 

  • "Leadership is not just about commanding or managing. It's about inspiring others, setting the vision, and empowering the people to pursue that vision."


The Main Takeaway

Barry Goldberg's GROWTH model enhances the traditional GROW framework by addressing time management and establishing boundaries for support. This addition not only strengthens the goal-setting process but also aligns it with the realistic demands of organizational life. By incorporating elements like purposeful listening, defining coachable moments, and celebrating wins, the GROWTH model offers a more sustainable and adaptable coaching approach. As Sir John Whitmore's wisdom reminds us, growth is an ongoing journey that requires both structure and flexibility. Barry's model provides a pathway to achieve this in executive coaching.


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