Resources

Reference material for managers. General guidance only — not legal advice.

The GROW model

Goal — What do we want to achieve?

We start by agreeing what you'd like to get out of today's conversation. There's no wrong answer — this is about what matters to you.

  • What would you like to get out of our time today?
  • If this conversation went really well, what would be different afterwards?
  • What would a good outcome look like for you in the next few weeks?

Reality — What's happening right now?

Next we look honestly at how things are now — what's happening, how it's affecting you, and what you've already tried.

  • What's happening at the moment, in your own words?
  • How is this affecting you and your work?
  • What have you tried so far, and what happened?
  • On a scale of 1–10, where are things right now?

Options — What could we do?

Now we brainstorm together. Every idea goes on the list — we'll sort through them afterwards.

  • What could you do? What else?
  • If there were no constraints, what would you try?
  • What support from me or the team would help?
  • Which ideas feel most doable?

Way Forward — What will we do, and when?

Finally we agree the next steps — who does what, by when, and what support is needed. We'll set a time to check in.

  • What will you do first, and by when?
  • What might get in the way, and how will we handle it?
  • What do you need from me?
  • When shall we check in on how it's going?

Psychosocial hazards

Workplace health and safety standards worldwide (including the International Organization for Standardization (ISO) 45003 standard) expect organizations to identify psychosocial hazards, assess the risks, and put controls in place. Managers are often first to notice them.

High job demands
Sustained high workload, long hours, time pressure or emotionally demanding work.
Low job demands
Too little to do, or repetitive work that under-uses skills.
Low job control
Little say over how, when or in what order work is done.
Poor support
Not enough practical or emotional support from supervisors or colleagues.
Lack of role clarity
Unclear, conflicting or frequently changing responsibilities.
Poor organizational change management
Change that is poorly planned, communicated or supported.
Inadequate reward and recognition
Effort and contribution not acknowledged fairly.
Poor organizational justice
Inconsistent, unfair or non-transparent decisions.
Traumatic events or material
Exposure to abuse, distressing content or events.
Remote or isolated work
Working far from help, or alone, with limited communication.
Poor physical environment
Noise, heat, hazardous conditions that cause strain.
Violence and aggression
Threats or assault from clients, the public or colleagues.
Bullying
Repeated unreasonable behavior that creates a risk to health and safety.
Harassment, including sexual harassment
Unwelcome behavior that offends, humiliates or intimidates.
Conflict or poor workplace relationships
Interpersonal conflict, incivility and poor relationships.

Coach, or escalate?

Coaching fits when…

  • Low-level friction or misunderstandings
  • Workload, priorities or role questions you can influence
  • The person wants to explore their own options

Escalate when…

  • Health & safety: a hazard needs formal risk assessment and controls, or injury has occurred
  • Human Resources (HR): bullying, harassment, discrimination or possible misconduct is disclosed
  • Employee Assistance Program (EAP): the person is distressed — offer confidential counseling every time
  • Urgent: any risk to life — contact your local emergency services or a crisis support line

About the GROW model

The GROW model (Goal, Reality, Options, Way Forward) was developed in the late 1980s by Sir John Whitmore, Graham Alexander and Alan Fine, and popularized in Whitmore's book Coaching for Performance. GROW® and related marks are the property of their respective owners. Thrivator AblyCoach is an independent tool and is not affiliated with or endorsed by any trademark holder.