JOHARI WINDOW

Known to others

Unknown to others

Known to self

Unknown to self

OPEN

BLIND

PRIVATE

HIDDEN

THE BENEFITS OF POSITIVE FEEDBACK

We know what to do i.e. more of what is positive. By contrast
with negative feedback there are an infinite number of ways of
changing
People are more likely to change if they are in a good place
We need at least 5 pieces of positive feedback if the negative is
not going to over-power

5:1

Positive feedback only becomes overwhelming at a ratio of 13:1

13:
1

MCCLELLANDS SOCIAL VALUES

Achievement

Affiliation

Power

GETTING GREAT AT ASKING GREAT QUESTIONS

To
To
To
To
To
To
To
To
To
To
To
To

gather information
gauge commitment
dream or create
elicit emotion
raise awareness
gather options
check out decisions and goals
keep commitment
challenge perception
change focus
uncover blocks
challenge and be provocative

QUESTIONS AND RAPPORT

Can build or break rapport
Pay attention to your voice tone and body language
WHAT and HOW are powerful questions (focused towards the
future, goals orientated, lead to action)
Be careful with WHY
Use softeners: I wonder; I am interested...

THE RETICULAR ACTIVATING SYSTEM

Questions set the stage for our thinking
Reticular activating system (RAS ) at the base of our brains
controls levels of consciousness
Acts as a filter for information key role in coaching and
questioning
We find what we look for

KLINE INCISIVE QUESTION

What are your blocking assumptions to achieving your goal?
What might you be assuming that is stopping you from
achieving your goal?
Is it true?
Which is limiting you most?
What are the opposite, positive, freeing assumptions?
Ask the incisive questions
If you knew that .freeing assumption. what ideas would
move you to your goal?

FURTHER COACHING FRAMEWORKS

Boud:
What?
So what?
Now what?

Preston:
What do you want?
How will you get it?
When will you do what you need to do?

CIGAR:

Current situation?
Ideal outcome?
Gap between Current and Ideal?
Action plan?
Review

FURTHER COACHING FRAMEWORKS

OSCAR
Outcome (What is your destination? Where do you want to get to?)
What would success look like?
When/how do you want things to be different?
Situation (Where are you starting from?)
What is happening?
How are you feeling?
Who and what is involved?
Choices and Consequences
What alternative routes might take you there?
What choices do you have?
What are the consequences of those choices?
What consequences do each of these choices have?
Actions
What will you do differently?
What will you do first?
What will you do next?
How will you do it?
What level of commitment do you bring to these actions?
Review
How will you know you are making progress/ are on the right track?
How will you review progress? With whom?
9

FURTHER READING
Buckingham, M and Coffman C, (2001), First break all the rules,
Simon & Schuster UK Ltd
Grant A (2004), Coach Yourself, make real changes in your life,
Pearson Education Limited
Lindley, A (2008), Average to A+, CAPP Press
Whitmore, J (2003), Coaching for Performance, Nicholas Brealey
Publishing

THE GROW MODEL

Goal

Wrapup

Reality

Options

11

THE GROW MODEL

Agree topic for discussion
Agree specific objective of session
Set long-term aim if appropriate

Invite self-assessment
Offer specific feedback examples
Avoid or check assumptions
Discard irrelevant history

Goal
Commit to action
Identify possible obstacles
Make steps specific
Define timing
WrapAgree support

Reality

up

Options
Cover the full range of options
Invite suggestions from the person
Offer suggestions carefully
Ensure choices are made
12

COACHING QUESTIONS
Goal
What is it you would like to think about?
What would you like to achieve from these next few minutes, and
specifically what would you need to happen for you to walk away feeling
that this next few minutes has been really well spent?
What would you like to happen that is not happening now, or what would
you like not to happen that is happening now?
Will this be of real value to you?
Reality
What is happening at the moment in relation to your issue?
How do you know that this is accurate?
When does this happen?
How often does this happen? Be precise if possible.
What effect does this have?
How have you verified, or would you verify, that that is so?
What other factors are relevant?
Who else is relevant?
What is their perception of the situation?
What have you tried so far?
13

COACHING QUESTIONS
Options
What could you do to change the situation?
What alternatives are there to that approach?
Write down what possibilities for action you see. Do not worry about
whether they are realistic at this stage.
What approach/actions have you seen used, or used yourself, in similar
circumstances?
Who might be able to help?
Which options do you like the most?
Rate from 1-10 your interest level in/practicality of each of these options
Would you like to choose an option to act on?
Wrap-up
What are the next steps?
Precisely when will you take them?
What might get in the way?
What support do you need?
How and when will you enlist that support?
14

COACHING IN PRACTICE
Work in pairs/3s
Coachee picks an issue
Coach practices the application of the GROW model
Reflect together. What worked? What would you like to
practice more?
Switch roles and repeat

15

THE GROW MODEL IN PERSPECTIVE

It is simply a way of structuring a coaching conversation
You can use the model in a highly coercive way i.e. not be
coaching
You can coach and not use the model
It is neither necessary nor sufficient!
But it is a useful way of structuring a coaching conversation if
coupled with coaching behaviours and a coaching mindset

16

THE WHEEL OF WORK

17