GROW – DMAIC
The GROW model, like the six sigma DMAIC model, is a simple tool coaches use to conduct coaching sessions. Like DMAIC it is a guide to thinking, a way to stay on track through the discussion, and a way to ensure the session outcomes are value-add to the player. And, there is an obvious overlay between the two models.
The “G” is “Goal.” What are the goal(s) of the individual session and what are the goals of the coaching engagement. After the initial greetings and small talk the coach asks the player to open the discussion with a review of the current status of the project and update on most recent activities, including completion of promised tasks from the previous coaching session. If the overall goal for the project is not evident, a coach might ask for a brief summary.
Then the coach would ask the player to move on to the desired outcome(s) for the current coaching session. These should be as specific as possible. The player might say: “I want to discuss difficulties I am having with a stakeholder.” A more useful goal statement is: “I want to try to determine causes of difficulties I am having with a particular stakeholder and then develop two or three alternatives to overcome the resistance.” The coach should help the player focus the goal statement to a useful outcome that the player can act upon. Goal is a direct corollary to the Define step.
The “R” is Realities. Here the coach and player discuss what is actually happening, who said what, where people are in their thinking, what the playing field actually looks like. It is in fact a reality check of the current situation and a direct corollary of the Measure step.
The “O” is Opportunities. Here the coach begins to help the player ask the right questions. As a sounding board and spur to thinking, the coach challenges assumptions, digs deeper into the realities assessment, and helps the player begin to generate some focus that would lead to possible next steps. This is the Analyze step and asks the player to narrow down the opportunities and to agree on next steps as they move into the Improve step.
Finally, and most importantly, like Control, the “W” is the Will to move forward. This involves establishing agreements for specific outcomes, who will do what, timelines and milestones, all the details six sigma practitioners clearly know is necessary if they are going to bring their six sigma projects to a successful conclusion.
A couple of additional thoughts about the GROW model. First, it is only a model and a guide to thinking. It is not a rigorous technique to follow exactly. In fact it is not a linear discussion. So the coach and player frequently will move back and forth between the four steps just as six sigma practitioners sometimes move back and forth between DMAIC steps as the project develops.
Second, there is no ideal time limit to spend on each step except that the coach will need to slow down to ensure the “G” step is given adequate attention. Just as Define is about 30+% of any six sigma project, taking time to gain clarity about “G” will insure focus and successful outcomes for the coaching session and coaching engagement.
As a final two steps, I always ask save a few minutes at the end of the session to test for player satisfaction with the session. The questions I ask are: “Are we complete?” “Did we accomplish what you wanted from this session?” “Are you comfortable to move forward?”
And finally, after every coaching session I always take a few minutes to journal a self-assessment of my own performance as a coach for that particular session. Journaling as a self-assessment device to improve one’s own performance as a coach is a topic for another blog post.
For more information about the GROW model, John Whitmore’s book, Coaching for Performance, 3rd Edition is a place to being.
This blog is a service of The Six Sigma Coach, LLC. We provide coach training to experienced six sigma practitioners. Visit our website at http://www.TheSixSigmaCoach.com or email us at russ@thesixsigmacoach.com
The “G” is “Goal.” What are the goal(s) of the individual session and what are the goals of the coaching engagement. After the initial greetings and small talk the coach asks the player to open the discussion with a review of the current status of the project and update on most recent activities, including completion of promised tasks from the previous coaching session. If the overall goal for the project is not evident, a coach might ask for a brief summary.
Then the coach would ask the player to move on to the desired outcome(s) for the current coaching session. These should be as specific as possible. The player might say: “I want to discuss difficulties I am having with a stakeholder.” A more useful goal statement is: “I want to try to determine causes of difficulties I am having with a particular stakeholder and then develop two or three alternatives to overcome the resistance.” The coach should help the player focus the goal statement to a useful outcome that the player can act upon. Goal is a direct corollary to the Define step.
The “R” is Realities. Here the coach and player discuss what is actually happening, who said what, where people are in their thinking, what the playing field actually looks like. It is in fact a reality check of the current situation and a direct corollary of the Measure step.
The “O” is Opportunities. Here the coach begins to help the player ask the right questions. As a sounding board and spur to thinking, the coach challenges assumptions, digs deeper into the realities assessment, and helps the player begin to generate some focus that would lead to possible next steps. This is the Analyze step and asks the player to narrow down the opportunities and to agree on next steps as they move into the Improve step.
Finally, and most importantly, like Control, the “W” is the Will to move forward. This involves establishing agreements for specific outcomes, who will do what, timelines and milestones, all the details six sigma practitioners clearly know is necessary if they are going to bring their six sigma projects to a successful conclusion.
A couple of additional thoughts about the GROW model. First, it is only a model and a guide to thinking. It is not a rigorous technique to follow exactly. In fact it is not a linear discussion. So the coach and player frequently will move back and forth between the four steps just as six sigma practitioners sometimes move back and forth between DMAIC steps as the project develops.
Second, there is no ideal time limit to spend on each step except that the coach will need to slow down to ensure the “G” step is given adequate attention. Just as Define is about 30+% of any six sigma project, taking time to gain clarity about “G” will insure focus and successful outcomes for the coaching session and coaching engagement.
As a final two steps, I always ask save a few minutes at the end of the session to test for player satisfaction with the session. The questions I ask are: “Are we complete?” “Did we accomplish what you wanted from this session?” “Are you comfortable to move forward?”
And finally, after every coaching session I always take a few minutes to journal a self-assessment of my own performance as a coach for that particular session. Journaling as a self-assessment device to improve one’s own performance as a coach is a topic for another blog post.
For more information about the GROW model, John Whitmore’s book, Coaching for Performance, 3rd Edition is a place to being.
This blog is a service of The Six Sigma Coach, LLC. We provide coach training to experienced six sigma practitioners. Visit our website at http://www.TheSixSigmaCoach.com or email us at russ@thesixsigmacoach.com
posted by The Six Sigma Coach | 2/22/2006 09:44:00 PM
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