GROW modell

• Goal
• Reality
• Options
• Way Forward 

In a broader sense, coaching process models can be understood more as a framework based on a systems approach. Rather, they serve as a structure that can be used in practice, helping to position the process underway, providing transparency on the “journey” that has been taken and the “journey” that remains to be taken. One could simply say that it helps to respond adequately in the right place and at the right time.

Goal

The first step is to define the objective of the process, which, depending on the nature of the project, can be long, medium or short term. For example, it could be the achievement of something, but it could also be the achievement of a key result, a number of small objectives or performance indicators. Somewhere, we can always talk about a kind of success, where the client’s (and possibly the client’s) wishes are fulfilled. At this stage, care should always be taken to ensure that the objectives set are SMART.

Reality

The second step is to identify the current, real situation. In this phase, we try to identify the situation and the circumstances in which our client currently exists in a factual and objective way, preferably free of any distortions. This can be understood as the starting point.

Practical questions to help you explore the current situation:

• What is the current situation?
• Why is this a problem?
• Is it a permanent or intermittent problem?
• Is it an ongoing problem, or is it an ongoing problem?
• Is it an ongoing or current problem?

Options

In a third step, we will collect the alternatives that could be considered as solutions. A real-life problem always has many solutions, even if we think there is only one or none. Experience has shown that it is usually useful to collect several alternatives, even if they seem unrealistic at first sight, because we often see examples of how such ideas can be made realistic and usable with a little modification. Here, brain-storming can be used in the process of idea generation.

A few practical questions to help explore the possibilities:

• What opportunities for change do you see?
• What can you do? What else?
• What are the pros and cons of the alternative?
• What would you do if you could act without constraints?
• What help or support do you need?

Way Forward

Choosing the most attractive alternative identified above, planning a concrete way forward. The task is therefore to draw up a concrete action plan to which the team is fully committed.

• Some practical questions to help you develop the action plan:
• Which option will you choose?
• What specifically will you do to achieve the goal, and when?
• And then what will you do?
• How will you rate your commitment on a scale of 1 to 10?
• How can you get support in achieving your goal?

SMART model

Goal setting is a constant in our everyday lives, whether personal or business. The SMART goal helps us turn our vague plans into tangible and measurable goals. It helps you define who, what, when and why you need to do what to achieve your goal.

Elements of the model:

• Specific
• Measurable
• Achievable
• Relevant
• Timely

By Specific we mean that the goal must be specific and relevant to our client. Any generalisation should be avoided and a personalised, well-defined goal(s) should be set.   

Measurable – In some cases this is not difficult, you could say self-evident, but there may be situations where it is more difficult. In such a situation, or similar situations, it is difficult at first sight to think in terms of metrics, yet this can be achieved in almost all cases. To do so, it is first necessary to develop the appropriate indicators and metrics, through which measurability can be achieved, albeit indirectly.

Achievable – A goal that requires real commitment, something that can be achieved but needs action, which cannot be achieved with current capabilities. This provides motivation, which often means stepping out of our comfort zone.

Relevant – Actionable, achievable objectives that lead to the desired state. Goals that are appropriate to the client’s person and circumstances.

Timely – No task is a task without a deadline. A timeframe must be set for the achievement of the objective – or sub-objectives. This enables us to see the goal more clearly, to judge more accurately where we are on the way to achieving it, how much more we have to do, whether we need to pull ourselves together or whether we can relax.

Questions to help you set a goal:

• What do you want to achieve?
• What specifically would you be satisfied with?
• Why is this important to you?
• What will be good about achieving your goal?

How will you know if you have achieved your goal?

Training exercise. We will also use the steps and aspects of the GROW model and the possibilities of SMART analysis.

The end result of the exercise will be the first concrete project plans, 3-4 page outlines, which will already include the plans in a meaningful way.

Training exercise: Brainstorming exercise to assess the options during the GROW model. By introducing the brainstorming method, we also aim to familiarise participants with this tool for later use in their group work. The exercise will be used as an element of group work at a time that suits each group, fitting into the process.

Business planning

The Business Model Canvas is a strategic management and lean startup method for developing and documenting the business model of existing or new companies.

The Business Model Canvas is a visual modelling tool. A 1-page template is used to place information relevant to the category. This is typically done in short, concise, few-word texts written on post-its.

Classical business plans are typically 30-70 page written documents that detail the business environment, strategy, competitors, assumptions and financial calculations related to the business model of the company or project.

In contrast, the Business Model Canvas presents the key building blocks of a project on a single page. This makes it a much quicker, simplified and schematic model to put together. However, this does not mean that it is inaccurate or wrong. It simply means that its purpose and value lies not in the detail, but in the basic context. If there is already a flaw in the relationship between the basic elements, it is completely pointless to write a 50-page business plan for that project. In this respect, the canvas is not a substitute for the business plan, but precedes and complements it. Think of it as an executive summary of a business plan.

 

The model consists of the following nine elements:

• Value Proposition
• Customer Segments
• Channels
• Customer Relationship
• Revenue Streams
• Cost Structure
• Key Activities
• Key Resources
• Partners