Coaching for Change: Applying John Whitmore’s GROW Model in Local Government Leadership
- truthaboutlocalgov
- 6 days ago
- 4 min read
In the ever-evolving landscape of public service, local government officers are increasingly expected to lead with empathy, adaptability, and strategic foresight. As the demands on public sector leaders grow, so too does the need for effective coaching skills. One of the most enduring and practical frameworks for coaching is the GROW model, popularised by Sir John Whitmore. This blog explores the GROW model, its theoretical underpinnings, and how it can be applied by local government officers seeking to enhance their leadership through coaching.
Understanding the GROW Model
The GROW model is a simple yet powerful framework for structuring coaching conversations. It stands for:
Goal – What do you want?
Reality – Where are you now?
Options – What could you do?
Will (or Way Forward) – What will you do?
Each stage of the model is designed to guide the coachee through a process of self-discovery, clarity, and commitment.
1. Goal
The first step is to define the objective of the coaching session. This could be a long-term aspiration or a short-term target. For local government officers, this might involve improving team performance, managing change, or developing a new service.
Example questions:
What do you want to achieve?
How will you know when you’ve achieved it?
What would success look like?
Whitmore emphasised the importance of setting goals that are not only SMART (Specific, Measurable, Achievable, Relevant, Time-bound) but also inspiring and aligned with personal values.
2. Reality
This stage involves an honest assessment of the current situation. It encourages reflection on what is happening now, what has been tried, and what obstacles exist.
Example questions:
What is happening right now?
What have you done so far?
What’s holding you back?
For a local government officer, this might involve exploring the dynamics within a team, resource constraints, or political pressures.
3. Options
Here, the coach and coachee brainstorm possible strategies and solutions. The aim is to expand thinking and explore creative alternatives.
Example questions:
What could you do?
What are the pros and cons of each option?
What would you do if you had unlimited resources?
This stage is particularly valuable in the public sector, where innovation is often constrained by bureaucracy. Coaching can help unlock new ways of thinking.
4. Will / Way Forward
The final stage is about commitment. It involves choosing a course of action and establishing accountability.
Example questions:
What will you do?
When will you do it?
What support do you need?
Whitmore described this stage as the point where “intention becomes action”. For local government officers, this might involve setting milestones for a project or committing to a new leadership behaviour.
Theoretical Foundations: The Inner Game
The GROW model is rooted in Gallwey’s Inner Game theory, which posits that the biggest obstacles to performance are internal—fear, doubt, and limiting beliefs. Whitmore adapted this concept to leadership, arguing that effective coaching helps individuals overcome these internal barriers.
“The Inner Game is played in the mind of the player, and its principal obstacles are fear, self-doubt, lapses in focus, and limiting concepts or assumptions.”
This insight is particularly relevant in local government, where officers often face intense scrutiny, limited resources, and complex stakeholder relationships. Coaching can help leaders build resilience and confidence.
Applying the GROW Model in Local Government
1. Enhancing Team Performance
Local government officers often lead diverse teams with varying levels of motivation and capability. The GROW model provides a structured way to support team members in setting goals, reflecting on challenges, and taking ownership of their development.
Example: A team member struggling with time management might be coached to identify their goal (e.g., meeting deadlines), explore current habits (reality), consider new strategies (options), and commit to a plan (will).
2. Leading Through Change
Public sector organisations are frequently subject to policy shifts and restructuring. Coaching can help leaders navigate these changes by fostering adaptability and clarity.
Example: During a departmental merger, a manager might use the GROW model to support staff in articulating their concerns, exploring coping strategies, and committing to new ways of working.
3. Developing Coaching Culture
By adopting the GROW model, local government officers can model a coaching approach in their leadership. This not only improves individual performance but also contributes to a culture of continuous learning and empowerment.
“Coaching is not a technique to be learnt, but a way of being, a way of managing, a way of treating people, a way of thinking, a way of being.” – Sir John Whitmore
Tips for Local Government Officers Becoming Coaches
Practice Active Listening – Focus fully on the speaker, reflect back what you hear, and resist the urge to offer solutions too quickly.
Ask Powerful Questions – Use open-ended questions that encourage reflection and insight.
Create a Safe Space – Build trust by being non-judgemental and supportive.
Be Patient – Coaching is a process. Change takes time and persistence.
Seek Feedback – Regularly reflect on your coaching practice and seek input from peers or mentors.
Conclusion
The GROW model remains one of the most accessible and effective coaching frameworks available. For local government officers, it offers a practical tool to support others, lead with empathy, and foster a culture of growth. By embracing coaching, public sector leaders can not only enhance their own performance but also empower their teams to thrive in a complex and demanding environment.
As Sir John Whitmore wisely said:
“Coaching is about creating the conditions for learning and growing.”
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