Region:

The Growth Approach

Growth Coaching International coaching and mentoring training programs are broadly structured around Growth Coaching International’s (GCI) proven GROWTH model for having coaching-style conversations with individuals and teams.

The model is an extended version of the widely used GROW model popularised by John Whitmore (2002). Research by Gollwitzer (1999) in relation to ‘Implementation Intentions’ supported the value of emphasising the ‘Tactics’ and ‘Habits’ steps in goal attainment, and these steps have been incorporated into the GCI model.

This model has proven to be both popular and effective in providing a transparent approach to coaching conversations and a simple but effective scaffold for assisting leaders to have more effective coaching conversations with their own people.

We also place a value on providing evidence-based coaching. We adopt the definition of evidence based coaching as described by Stober and Grant ( 2006,p.6) as the “...intelligent and conscientious use of best current knowledge integrated with practitioner expertise in making decisions about how to deliver coaching to individual coaching clients and designing and teaching coach training programs.”

Our modification of the GROW model to GROWTH in the light of Gollwitzer’s (1999) research on Implementation Intentions is just one example of how an evidence based approach has informed our coaching practice. We seek to do this in other areas of our coaching approach so that a level of rigour is maintained throughout the entire process. Various new empirically validated interventions from positive psychology are incorporated into our coaching approach as may be required.

Our coaching approach also encourages coaching and mentoring participants to involve colleagues in their own coaching journey. We believe that inviting the coachee’s colleagues, direct reports and supervisors, when appropriate, to be partners in their development provides stronger ‘system’ support for sustaining learning and change that coaching can help initiate.

Research by Goldsmith and Morgan (Goldsmith & Morgan, 2004) has been influential in highlighting the value of seeking this ongoing feedback and input so that individual development becomes a collaborative effort helping to ensure accountability and sustainability.


References:

  • Gollwitzer,P ( 1999) Implementation intentions: Strong effects of simple plans. American Psychologist, 54, 493-503.
  • Goldsmith, M., & Morgan, H. (2004). Leadership is a Contact Sport: The 'Follow up Factor' in Management Development. Retrieved July 2011, from http://www.marshallgoldsmithlibrary.com/docs/articles/LeaderContactSport.pdf
  • Stober, D. R., & Grant, A. M. (2006). Evidence based coaching handbook: Putting best practices to work for your clients. Hoboken, NJ: John Wiley & Sons Inc; US.
  • Whitmore, J. (2002). Coaching for performance: growing people, performance and purpose. London: Nicholas Brealey.