Reflective GROW

Maximize effects of
coaching and employee
development by
reflective learning

Manager as a Coach is the key for the growth

Today, a company needs to survive in a VUCA world which is Volatile, Uncertain, Complex and Ambiguous. Indeed, we could never have estimated the impact of COVID-19 and could not predict how fast remote or flexible working environments will become the next standard for the working environments. In such a world where previous experiences have less effectiveness, the role of managers will become encouraging employees to keep innovating. Therefore managers being a coach become a crucial factor for a company. In fact, according to the research by Gartner, “employees who report to managers who coach effectively are 40% more engaged”.

According to the research by LHH, “52% of respondents agree that coaching is currently critical to their organization”. This implies that more and more organizations are becoming aware of the positive effects of coaching in the workplace.

"employees who report to managers who coach effectively are 40% more engaged"

Doesn’t 1 on 1 meetings just become a status update?

The best time to conduct coaching by the managers is the time they conduct 1 on 1 meetings. However, this report reveals that 53.6% just use 1 on 1 meetings as just status update meetings. This means there is a significant loss of growth opportunities for employees.

By transforming meetings with managers to be the time to coach, managers can guide employees to turn the meetings into reflective learning opportunities and can maximize the effectiveness of the meetings.

Make employees grow autonomously with reflective learning and coaching

Advance in IT automated routine tasks and employees are now required to be creative and be able to enforce the innovation. The time where employees are required to work effectively by following manuals has become a past. The world has already transformed into a world where employees are required to challenge continuously to find new innovations.

Reflective learning is the practice to find out new knowledge or solution by reflecting from experiences. From experiences, employees will list up the findings from the experiences and try to find out the effective patterns and come up with hypotheses. Then, validating hypotheses in the next action. By repeating these activities, hypotheses become proven theories which can accelerate the growth by expanding its application to other places.

By combining this reflective learning practice with coaching, managers can provide different perspectives which can inspire employees to have more creative approaches to their actions. Repeating this practice will support employees to have growth and as this cycle becomes a habit, employees will autonomously grow themselves.

Coaching to encourage employees to practice reflective learning is not a skill but a system

Coaching can mean different things such as sport coaching so that managers can be easily confused when they hear the term coaching. But, both coaching and reflective learning are researched by many academics for a long time. And, there are already a number of theories which are proven to be effective. This means, managers can see the growth in employees by pursuing reflective learning and coaching using the proven models. Therefore, we believe the key to grow a company is to run reflective learning practice regularly and systematically with application of coaching models.

What is Reflective GROW?

Reflective GROW is an action management system where managers and employees can note the discussion content as they proceed to meetings. System is designed to follow models such as coaching GROW model and other reflective learning models so that the thinking process for the next action will be well thought out. By keeping recording hypotheses and validation results of actions make accumulated knowledge to be one place. Furthermore, employees can realize how much they have grown by looking back at the journey they have recorded in the system.

Reflective GROW Features

Enforce reflective learning by recording activity reports according to the reflective learning model template.

Avoid employees making unrelated actions by relating action to goals.

Flow follows the GROW coaching model so that managers can pursue coaching without having deep knowledge of coaching.

Be able to pursue reflective learning practice not only by action but also by periods such as monthly, quarterly or annually.

Sharing learnings with team members will accelerate growth as a team.

Be able to share recorded information via Slack or Microsoft Teams.

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