The Power of Coaching: How the GROW Model Delivers Results

Coaching has exploded in popularity over the past 30 years, delivering significant results for organisations worldwide. One of the most effective and widely used frameworks is the GROW model, which provides a consistent and structured approach to coaching.

The GROW coaching model, originally attributed to Graham Alexander in the mid-1980s, became mainstream after appearing in John Whitmore’s 1992 book “Coaching for Performance.” Since then, it’s become a go-to methodology for coaches and organisations alike.

Why Coaching Culture Matters

If you're still unsure about adopting a coaching culture in your organisation, take a look at the data. A CIPD white paper highlights the growing importance of coaching in today’s business landscape:

• 9 out of 10 organisations use coaching by line managers.
• 84% regard coaching by line managers as effective.
• 2 out of 3 organisations use external coaches.
• 92% believe coaching by external practitioners is effective.

Additionally, 93% of HR practitioners see coaching as a key mechanism for transferring learning from the classroom back into the workplace, making it an indispensable tool for driving employee performance and development.

The Challenges of Coaching

Despite the benefits, the CIPD report also identified some challenges. Many organisations lack a clear coaching strategy, and only 5% of companies report having all their managers trained to coach.

One of the most significant issues is the evaluation and measurement of coaching outcomes. Without a rigorous evaluation process, it can be difficult to measure the behavioural changes that coaching is meant to drive.

Coaching to Overcome Barriers

Effective coaching can address a range of performance barriers, whether the issue is:

• A lack of capability (skills or knowledge), or
• A self-limiting belief.

For example, if a team member says, “I don’t know how to do it,” this signals a skills gap. If they say, “I can’t do it,” it suggests a belief issue. Understanding these differences is key to selecting the right coaching approach.

Choosing the Right Coaching Approach

Different situations call for different coaching methods. Knowing when to use a directive or non-directive coaching approach is essential for effective leadership.

Directive Coaching

Directive coaching is most effective when addressing skills or knowledge gaps, especially when time is short. In this approach, the coach has the necessary expertise and provides guidance, instruction, and even demonstrations.

Directive coaching works well when:

• The coach is an expert in the subject matter.
• The coachee is junior, inexperienced, or new to the role.
• There is a clear knowledge or skill gap that needs to be filled quickly.

This approach focuses on transferring capability efficiently. It’s especially helpful when demonstrating a task and allowing the coachee to practice it in their own words and style.

Key steps for directive coaching:

1. Hear: Explain the task or process clearly.
2. Show: Demonstrate how to do it, if applicable.
3. Practice: Allow the coachee to practice and provide feedback.

Non-Directive Coaching

Non-directive coaching, on the other hand, is ideal when the coachee needs help exploring a belief issue or when they are already experienced and capable. This approach is common in areas like career coaching, counselling, or motivation.

In non-directive coaching, the coach doesn’t offer solutions or make judgements. Instead, they focus on:

• Listening actively to the coachee.
• Asking open-ended questions to encourage reflection and new thinking.
• Allowing the coachee to take the lead, guiding them to their own solutions.

This approach is highly effective when the coach isn’t a subject matter expert or when the coachee needs help building confidence or addressing personal barriers. The key is to listen more than talk and let the coachee set the pace and direction of the conversation.

The GROW Model in Action

One of the most effective frameworks for both directive and non-directive coaching is the GROW model. This simple yet powerful structure helps coaches guide conversations in a productive and results-oriented way.

The GROW acronym stands for:

• Goal: What does the coachee want to achieve?
• Reality: What is their current situation?
• Options: What could they do?
• Will: What will they do?

By using this model, you can ensure that coaching sessions remain focused and effective, regardless of whether you are taking a directive or non-directive approach.

Ready to Build a Coaching Culture?

Incorporating coaching into your organisation can unlock potential, drive performance, and foster a culture of continuous development. But remember—successful coaching isn’t just about having conversations. It requires the right tools, frameworks, and strategies to deliver consistent, measurable results.

Many thanks,

Alex & The Excel Team

P.S. If you would like to discuss any of your other learning & development challenges, book in your discovery call.

About Excel Communications

Excel Communications is a learning and development consultancy based near London in the U.K. For more than 30 years; we have been collaborating with clients across the globe.  

Partnering with Excel empowers you to evolve your people and business by fuelling a love for learning.   

We work with you to create unforgettably, customised learning experiences to achieve your vision of success and growth, with tangible results.   

View our case studies here.