DREIESKIVA​|Roald Kvam

Over the past 30 years, I’ve had the privilege of walking alongside individuals, teams, and organizations as they navigate change, shape their culture, build capacity, and pursue long-term, sustainable growth.

I believe in people! I love everything in and between humans.

And am constantly seeking to learn more – and understand how we can take care and challenge each other better. Sir John Whitmore gives us an interesting framework in his book «Coaching for Performance: The Principles and Practice of Coaching and Leadership». The book is widely regarded as a foundational text in the field of coaching, particularly for its application in business and organizational settings.

Let’s explore…

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The book’s core premise is that coaching is a powerful method for improving performance by unlocking a person’s potential, rather than simply instructing them. Whitmore argues that people learn and perform best when they discover solutions and insights for themselves, fostering self-reliance and greater commitment.

The GROW model

The book’s most significant contribution is the popularization of the GROW model, an acronym representing a simple yet highly effective four-step framework for structuring coaching conversations:

• G – Goals: The conversation begins by clearly defining what the coachee wants to achieve, both for the session and in the broader context. This step ensures clarity of purpose and direction.
• R – Reality: The coach helps the coachee explore their current situation, asking questions that illuminate facts, perceptions, challenges, and resources available. This step fosters self-awareness and a realistic understanding of the present.
• O – Options: The coachee is encouraged to brainstorm a wide range of possible solutions, strategies, and actions. The coach facilitates this without offering advice, stimulating creativity and ownership.
• W – Will (or Way forward): This final step focuses on commitment and action. The coachee decides on specific steps they will take, including when and how they will do them, and identifies any potential obstacles and how to overcome them. This ensures accountability and movement toward the goal.

Beyond the GROW model, Whitmore delves into several key principles that underpin effective coaching:

The power of asking, not telling

A central theme is that coaches should ask more and tell less. By asking insightful questions, coaches help individuals think more deeply, solve their own problems, and take greater ownership of their development.

Awareness and responsibility

Whitmore emphasizes that true performance improvement stems from increased self-awareness (understanding one’s current situation, thoughts, and feelings) and taking personal responsibility for one’s actions and outcomes. Coaching aims to cultivate both.

Motivation and potential

The book highlights that individuals possess far more potential than they often realize. Coaching serves to unlock this dormant potential by building confidence and fostering intrinsic motivation.

Practical application in leadership

While applicable across various domains, the book specifically champions coaching as an essential leadership style. Leaders who adopt a coaching approach empower their teams, build capabilities, and create a more engaged and high-performing organizational culture.

The coach’s role

Whitmore defines the coach’s role as a non-judgmental facilitator, providing support, challenge, and structure, but ultimately empowering the coachee to find their own path.

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In summary, «Coaching for Performance» is a practical, influential guide that demystifies coaching, provides a robust framework in the GROW model, and articulates the transformative benefits of moving from a directive to a facilitative leadership approach for sustained personal and organizational growth.