Effective Questions for an agile coach

This session was run by Arto Eskelinen and Sami Honkonen and was oriented about using the GROW model as a guide for a coach when working with an individual or team.

The session was opened by a review of the responsibility of a coach. This was described succinctly to be to raise awareness and a sense of responsibility rather than do what is often most natural and provide solutions.

Grow is another model that I have been aware of for some time but not previously applied in anger. This session was expertly facilitated with ample time for group discussion as we worked to develop questions according to the model.

GROW offers the following conversation framework:

• Goal: what is it you really want?
• Reality: where are you right now?
• Options: how might we achieve the goal?
• What: what is it we are going to do now?

The first focus of the session was on forming questions. By focusing on what, when, how much, how many type questions. These types of questions provide room for useful information with lesser likelihood of triggering a defensive response. This is unlike “why” which will often be interpreted as a challenge or as threatening to the receivers competence.

For each step in the process Arto and Sami offered specific advice. For a goal we must identify something sufficiently high to motivate while being achievable. There are clear applications of NLP goal setting practices here too in term of ensuring a goal is positive, and sufficiently specific (see well formed outcomes). The NLP practice of chunking up / down provides a mechanism for seeking a goal at the right level for us to act on.

When considering the reality aspect, seek to test assumptions, explore different points of view / angles and the feelings that result. With options the key is to provide enough difference to create choice. Two options is not a choice so much as a dilemma. If finding new options is hard try generating less plausible options and challenging limitations in this way we may expose the beginnings of a new option. Finally, at the what step we must establish momentum. By considering when actions will take place and the observable effect that we expect we ensure a shared understanding and shared expectations. Finally by identifying obstacles we hope to provide sufficient support and to avoid the actioned individual or group from stalling before getting going.

The format of the session was, I felt, very effective. Each group began with an issue being presented to them, the brainstormed candidate questions then selected one, then the same with answers, then follow on questions etc. In this way we were able to consider how new information arriving would influence our direction.

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