A few years ago, many people started their journey to successful careers by developing functional, technical, and professional expertise. Job performance was highly influenced by knowing the correct answers. Those who successfully moved up to the leader, and then they had to ensure the same journey for their subordinates.

Managers are supposed to know the correct answers to the questions, and they have to tell others how to work efficiently. Control and command became the game in the organizations; however, managers’ main goal was to develop and direct employees to understand the working of the business with the ability to reproduce success. But the trends have changed now. Enterprises are experiencing some disruptive, constant, and rapid changes. The managers in the twenty-first century dimply cannot have all the answers at their disposal. To cope with this reality, the organizations are adapting to new models of operation where managers need to provide guidance and support instead of command and control. With these practices, employees also learn to adapt to the evolving work environments while working with enhanced commitment, innovation, and fresh energy.

The primary role of managers is to become a coach in the present scenario. Professionals at Global Investment Strategies believe that this fundamental and dramatic shift in the work cultures can open doors to new growth opportunities in the digital age. The coaching approach is more comfortable and effective in the work environments. It helps employees feel psychologically active, and they can work with great enthusiasm. In addition, the leaders can opt for different styles of coaching depending upon the problems at hand.

One of the best solutions to lead effective coaching practices at work is to use the GROW Model. This model requires four action steps that can add value to the role of the leader as a coach. Below we have discussed those four steps in detail:


When you start discussing a topic with your team members, it is good to establish the right goals. Employees need to understand their role in achieving the project-specific goals and their role in the organization. It helps them work with an organic mindset, and they can promise enhanced productivity levels.


Once the conversation goals are established, it is time to ask relevant questions focusing on who, where, when, what, etc. Again, it may help people focus on specific facts while making conversations more constructive and objective. But, again, it is crucial to work on the human side of the equation and find some realistic ways for achievement.


When people join you for coaching sessions, you should help them think broadly and deeply. It will help to lead more fruitful and productive conversations while encouraging them to explore more options for growth.


The last step is to help people understand what they will do and then set up a specific action plan to achieve the projected goals. Finally, the conversation needs to cycle back to the previous steps, and then the team will find better ways to attack the problem.