Resources and content to help you
apply the G.R.O.W. coaching framework.

You don’t have to be a subject matter expert to coach as you are supporting someone else work through an issue that they know best using a proven process. In fact, there are advantages to not being a subject matter expert since you don’t have a bias and as a thinking partner, you can help the person work through different perspectives.

The second most common misconception about coaching is that you have to be an expert. In fact, expertise means you are less likely to coach and more likely to tell. Too many leaders believe they add value by directing others what to do. Instead, you ask and you learn about their experience, their perspective, what options seem possible to them and how they would like to move forward.rnrnYou don’t have to be a subject matter expert to coach. You support someone else work through an issue that they know best using a proven process. In fact, there are advantages to not being a subject matter expert since you don’t have a bias and as a thinking partner, you can help the person work through different options and ways forward.

Simple. Almost any conversation can be easily flowed into a coaching conversation with a question about their Goal or Reality or Options or Way Forward. You just ask a question. The same way you would face to face.rnrnOften coaching is easier on the phone or over video. You really do not have to take someone for coffee or book a meeting room – that takes too long and can trigger anxiety for others. Especially if you are their boss!rnrnGive notice unless you have a strong relationship. Say something like, “Hey let’s invest 10 minutes working through (insert focus). Love to hear how you think it through and what actions could accelerate.”rnrnKeep it simple with focus. Start with a focus. Avoid starting with vague questions like, “How are you doing?” Instead start by asking a specific question about a focus so the coaching conversation will be complete in less than 10 minutes. Ask something like, “Where do you want to be on (insert project) in 30 days?” so the conversation is immediately framed for the person.

There are two ways of knowing. After the conversation, reflect on the degree to which you listened, asked open-ended insightful questions and the other person has a specific plan of action. The other way of knowing if you were helpful is by asking the other person, something like: “what was helpful about our conversation” or “how valuable was our conversation”.