GROW has become the most popular coaching model used globally (Whitmore, 2017, p.98), and forms the basis for many of the later models that have been developed (e.g. CLEAR, OSCAR or TGROW). It is not only a powerful model, but as it is so widely known, there is also often a basic understanding in many organisations of what this model entails. GROW was originally published by Whitmore (Whitmore 2017, p. 97-98) and colleagues in 1992. The acroymn stands for Goal, Reality, Opti

This seems like a relatively easy question to answer. But those of you who work in the Transformation space, know it is most certainly not. One of the reasons is that we as humans are creatures of habit, who naturally migrate back to the ‘old ways’ of doing things. A colleague recently likened this to walking along a sand dune: First of all, it is hard to actually scramble up the sand dune to walk along the top of it. Then staying on top takes on-going dedication, effort and

Change is inevitable in the business world, but not all change initiatives end up giving organisations positive outcomes. In fact, many Transformation programmes fail, or at least don’t give the outcomes anticipated and this can have significant consequences, including increased stress among employees, as well as lower employee engagement and a general disgruntlement at work. In today’s blog, I want to take a look at a couple of real-world examples of failed change programme

In the dynamic landscape of the modern workplace, effective communication is the cornerstone of a thriving organizational culture. Timely and transparent communication not only fosters a sense of trust and transparency but also plays a pivotal role in enhancing employee satisfaction and well-being, particularly during times of change or uncertainty. A long time ago now, I remember one of my first boss’ saying to me: ‘Even if there is nothing to say, say that! Otherwise people