Empowerment Through Coaching: Using SMART Plans and the GROW Model to Develop Talent
Coaching is not just about giving advice or solving problems. It’s about helping individuals unlock their potential and guiding them toward personal and professional success. As a leader in technology over the past decade, I have found using structured frameworks such as SMART plans and the GROW model can create a meaningful impact by fostering clarity, commitment, and actionable strategies. Often, the difference between a good and a great employee is how well they were coached. In this article we will explore how these tools, combined with best practices like the 60–40 or 80–20 model, open-ended questions, and continuous feedback, can drive effective talent development.
But first, let’s talk about my friend Luis.
The great thing about Luis is that he was everything you would want to see in a young leader — ambitious, strong-willed, self-assured. The bad thing about Luis is that he was also everything you don’t want to see in a young leader — ambitious, strong-willed, self-assured. Because Luis did a great job — and he knew it! — he would often find himself in escalated situations because he didn’t like to take feedback, which made it a challenge to coach him. This also presented challenges because Luis wanted more than anything else to be part of the leadership, but because he didn’t take feedback well he had been written off by his previous leaders. When Luis came to be my direct report, I made a decision to learn different ways to effectively coach and mentor and in doing so, learned more than a few things about myself along the way. As I learned and grew, so did Luis, and the more opportunities I gave him to do the right thing, the more he did. When my time with my then employer had come to end, Luis was stepping into a leadership role and today he manages one of the top performing teams in his division.
So what was different? What were the magical techniques I used to coach Luis that others hadn’t tried before? The truth is, there was no “secret sauce” and all it took was changing my approach to how I coached. These are the methods that I found to work, and I hope that they can help you when you find your own Luis!
The Power of SMART Plans and the GROW Model
Setting clear, achievable goals is foundational in any coaching relationship. A popular tool for this is the SMART goal-setting framework, which ensures goals are Specific, Measurable, Achievable, Relevant, and Time-bound. This structure helps focus efforts, track progress, and maintain accountability, providing a clear roadmap to success.
Another great coaching tool is the GROW model. It stands for Goal, Reality, Options, and Will. This method guides the person you are coaching through an insightful conversation that leads to actionable steps:
- Goal: Define what the person wants to achieve.
- Reality: Assess the current situation and identify challenges.
- Options: Explore the possible ways forward.
- Will: Commit to a specific course of action.
These frameworks work together seamlessly. By aligning a SMART plan with the GROW model, both the coach and the coachee ensure that goals are not only aspirational but grounded in reality, with a clear pathway toward achievement.
In Luis’ case, the goal was easy to identify — he wanted to be in leadership. The reality was also fairly to pinpoint — the leadership team wanted to see him become better at taking feedback before he would be considered to move forward. So what were the options? Well, we’d have to work on getting him to realize this in a way that came across as his idea and commit to a specific plan in order for his behavior to change. To do this we:
Balance Conversations: The 60–40 or 80–20 Rule
Successful coaching involves active listening, which means that the person being coached should do most of the talking. Depending on the individual and the context, a coach can use either the 60–40 or 80–20 model for conversations. This means the coach speaks 40% or 20% of the time, while the coachee speaks 60% or 80%.
This approach fosters a more reflective and self-guided experience. Encouraging people to speak more ensures they take ownership of their development plan. It also allows the coach to listen more deeply and understand their motivations, concerns, and thought processes.
When we spend more time listening than we do talking, we begin to understand more. Which make it easier for us to employ the next technique.
The Power of Open-Ended Questions
One way to encourage more dialogue is through open-ended questions. Instead of asking yes-or-no questions, try questions like:
- “What do you think is the most important step to take next?”
- “How do you feel about the progress you’ve made so far?”
- “What support do you think you need to succeed?”
These types of questions stimulate reflection, engaging the other person in deeper thinking, and leads to more meaningful insights. They also ensure that the employee remains at the center of the conversation. Having Luis answer these open ended questions made it easier for him to come to conclusions himself without the need for me to point them out, and made giving feedback more effective.
Using the Compliment Sandwich: Feedback with a Purpose
Effective feedback is essential for growth, but it should be delivered constructively. The “compliment sandwich” method is a great tool for giving feedback that motivates and empowers. Here’s how it works:
- Start with a positive: Highlight a strength or recent success.
- Address areas for improvement: Share specific, actionable feedback on what could be better.
- End with another positive: Reinforce the individual’s overall capabilities and strengths.
For example, you might say, “You’ve done a fantastic job managing your team’s communication this quarter. One area to work on is time management during meetings, as they’ve occasionally run longer than necessary. But overall, your leadership in keeping the team informed and engaged has been exceptional.” Using this method ensured that the feedback Luis got was balanced and focused on growth, without overshadowing his strengths while also making it easy to point out areas where he can improve.
Focus on Strengths, Redirect Areas of Opportunity
It’s important not to dwell on what’s “wrong” with someone’s performance but instead focus on their strengths. Redirect attention to how those strengths can help overcome challenges or address areas for development. For example, instead of saying, “You’re not good at time management,” you might say, “Your strong organizational skills can be a great asset in improving your time management during meetings.”
This subtle shift in language keeps the conversation positive and forward-looking, motivating people to view challenges as opportunities to leverage their existing strengths. Some of Luis’ previous leaders had a tendency — whether they were aware of it or not — to focus on the negative things so often that the conversations would quickly snowball and turn into a lecture, rather than an opportunity of growth, which made it difficult to implement the next step, which is
Provide a Way Forward: Fostering Buy-In and Support
A successful coaching relationship hinges on mutual understanding and buy-in. Ensuring that your employee fully understands their goals and development plan by discussing it openly and collaboratively significantly increases the chances that they will stick to it. Get their input on what they feel is realistic, achievable, and relevant to their aspirations.
Asking, “How can I support you in achieving these goals?” is a powerful way to show that you are invested in their success. This question invites the person you’re coaching to take ownership of their development while ensuring they know you’re there to provide guidance when needed. Having someone know that they can succeed and that you are committed to helping them succeed is one of the most important things a leader can do, even if you have to give them a LOT of constructive feedback. It is very important that they believe they can succeed, though, so that when you do follow-up they know that you only have their development and best interest in mind.
Follow Up and Provide Immediate Feedback
Follow-up is essential in coaching. Once you and the person you’re coaching have established a development plan, it’s crucial to check in regularly and provide feedback — especially if they’re following the plan. Immediate feedback, whether positive or corrective, reinforces the desired behavior and shows that you’re closely engaged in their progress.
For example, if you notice improvement, don’t wait until the next session to acknowledge it. A quick comment like, “I’ve noticed you’ve been more mindful of your time in meetings lately. Keep it up!” can make a huge impact.
Conclusion
Coaching and developing talent is a dynamic process that requires careful listening, constructive feedback, and a focus on the future. By using tools like SMART plans and the GROW model, along with techniques like the 60–40 or 80–20 dialogue balance, open-ended questions, and the compliment sandwich, you can create a coaching environment that empowers individuals to reach their full potential.
Remember, the key to effective coaching is not in solving problems for the person you’re coaching, but in guiding them to discover the solutions themselves, ensuring their commitment to growth and success.