Using the GROW and GROWTH Models in Mentoring supports mentors work through key challenges that mentees face in the workplace.

The GROW model is a widely used framework for structuring mentoring and coaching conversations. It guides a mentee from defining a meaningful objective to examining the current situation, exploring possible approaches and committing to action. Its straightforward structure provides direction while ensuring that the mentee retains ownership of the thinking, decisions and outcomes.

Developed by Sir John Whitmore and his colleagues during the 1980s, GROW stands for Goal, Reality, Options, and Will or Way Forward. An extended version, known as GROWTH, adds Tactics and Habits. These additional stages help a mentee move beyond intention by planning the details of implementation and establishing behaviours that support lasting progress.

How the GROW Model Works

1. Goal: Define the Destination

The first stage establishes the destination. The mentor helps the mentee describe what they want to achieve and why the outcome matters. A useful goal is sufficiently specific to guide action and clear enough for progress to be recognised. The SMART framework—Specific, Measurable, Attainable, Realistic, and Time-bound—can help refine a broad ambition. Questions such as “What do you want to achieve?” and “What would success look like?” encourage the mentee to define the desired result in their own words. 

2. Reality: Understand the Starting Point

The Reality stage examines the mentee’s current position. This requires an honest exploration of what is happening now, what has already been tried, and what may be helping or obstructing progress. The mentor’s role is to listen carefully, test assumptions, and encourage evidence-based reflection rather than impose an interpretation. Helpful prompts include “Where are you now?”, “What evidence supports that view?”, and “What is helping or holding you back?”

3. Options: Explore the Possibilities

Once the destination and starting point are clear, the conversation turns to possible routes forward. The purpose of this stage is to generate several choices before evaluating them. Open exploration can reveal solutions that may be missed if the mentor or mentee settles too quickly on the first idea. They can then consider the benefits, risks and practical constraints of each possibility. Questions such as “What could you do?”, “What else?” and “What are the advantages and disadvantages of each option?” support this process.

4. Will or Way Forward: Commit to Action

In the final GROW stage, the mentee selects a preferred option and commits to action. A strong Way Forward identifies the first step, a realistic timescale, evidence of progress, any required support, and a date for review. Asking “What will you do first?”, “When will you do it?”, and “How committed are you on a scale of 1 to 10?”helps test whether the plan is sufficiently clear and achievable. If commitment is low, the mentor can explore what would raise it. 

Why the GROW Model Works in Mentoring

The model is effective because it combines structure with learner ownership. Rather than giving immediate advice, the mentor creates the conditions for the mentee to analyse a situation, generate ideas, and choose a course of action. The stages are also flexible: a conversation may return from Options to Reality when new information appears. Most importantly, the process ends with a commitment, turning reflection into purposeful activity.

Extending GROW into GROWTH in Mentoring

Many mentors add to the GROW model with GROWTH to add more detail to the mentee on how to achieve and sustain their skills. This, the GROWTH model delivers more guidance and includes developing sustainability in ensuring change is achieved and sustained.

5. Tactics: Plan the Detailed Execution

Tactics translate the chosen action into a workable sequence. The mentee identifies the tasks involved, decides when each task will begin and end, and considers what resources or support will be needed. This stage answers the practical question, “How will the plan be carried out?” Useful prompts include “What specific steps will make this happen?” and “What support will you need?”

6. Habits: Sustain Progress Over Time

Habits focus on sustaining progress after the initial action has been taken. The mentee considers how the new behaviour can become part of a daily or weekly routine and anticipates triggers that could lead back to an old pattern. Questions such as “What will remind you to use the new approach?” and “What will you do if you return to an old habit?” help prepare for setbacks and make change more durable.

Applying the GROW Model in Practice

Consider a mentee who wants to become more confident when leading team meetings. Their Goal might be to lead the next monthly meeting clearly and within the allotted time. During Reality, they may recognise that they prepare the technical content well but become uncertain when discussion moves off topic. Under Options, they could rehearse with a colleague, use a timed agenda, prepare questions, or observe an experienced chairperson. At the Way Forward stage, they might commit to drafting an agenda by Friday and running a short rehearsal the following week. 

When using the GROWTH variant of the GROW model Tactics would define the rehearsal activities and timings, while Habits could include reviewing each meeting afterwards and recording one improvement for next time.

For the model to work well, mentors need to listen actively, ask open questions, summarise accurately, and allow time for reflection. They should resist the temptation to solve the problem for the mentee. Used in this way, GROW provides a clear framework for a single discussion, while GROWTH extends the process into detailed action and sustained learning.

Choosing the GROW or GROWTH Mentoring Model

When to Use GROW in Mentoring

The traditional GROW model is well suited to short-term, focused or immediate problem-solving. It is particularly useful when a single conversation needs to produce clarity, a decision and an achievable next step.

• Transactional issues: resolving a specific conflict, making an immediate decision or preparing for an upcoming meeting.
• Time-limited conversations: single-event coaching or brief, informal check-ins where only 15 to 30 minutes are available.
• Self-directed mentees: individuals who already demonstrate strong self-discipline and need a sounding board to clarify their objective and immediate next steps.

When to Use GROWTH in Mentoring

The expanded GROWTH model is better suited to longer-term development and sustained behavioural change. It is valuable when an action plan alone may not provide enough detail or reinforcement to support consistent follow-through.

• Complex skill development: developing public-speaking capability, strengthening leadership practice or improving time management.
• Recurring barriers: situations in which a mentee repeatedly struggles to follow through because of established routines, competing priorities or procrastination.
• Extended mentoring programmes: longer-term professional relationships in which sustainable routines and measurable development are central objectives.

Direct Comparison

Feature	GROW Model	GROWTH Model
Primary focus	Immediate clarity and action	Sustained development and behavioural change
Best suited to	Short-term issues or focused conversations	Medium- to long-term development
Typical outcome	A defined goal and action plan	A detailed implementation plan and supporting routines
Typical time commitment	One focused conversation	Multiple conversations or a longer development cycle
Principal consideration	Follow-through may require further support	Greater time and reflection are required

Key Trade-offs between GROW and GROWTH in Mentoring

• GROW offers speed and simplicity. It can move a mentee efficiently from an issue to a clear action plan. However, additional support may be needed if the detailed method of implementation or existing behavioural patterns have not been addressed.
• GROWTH offers greater depth and continuity. It strengthens accountability by addressing implementation and routine formation. The trade-off is a greater investment of time, effort and reflection, which may be unnecessary for a relatively straightforward issue.

In practice, the choice should reflect the complexity of the issue, the time available and the level of support required. GROW is often sufficient for focused decisions and immediate action, whereas GROWTH is more appropriate when success depends on detailed implementation and sustained behavioural change. Richard Gourlay is a founder member of MentorsME professional mentoring organisation.