Engaging your team isn’t just good practice—it’s essential. In the UK, only 10% of employees report being actively engaged at work, placing us among the least engaged workforces in Europe . This disengagement impacts productivity, retention, and profitability. Companies with highly engaged teams are 21% more profitable.

What Is Employee Engagement?

Employee engagement reflects how committed and involved your staff are in their roles and your company’s goals. It’s a mix of emotional connection, motivation, and accountability. Engaged employees don’t just meet expectations—they exceed them

Coaching vs. Training: Know the Difference

Training imparts knowledge—it’s about teaching specific skills or procedures. Coaching, on the other hand, focuses on personal development. It helps individuals unlock their potential by encouraging self-reflection and problem-solving. While training is directive, coaching is collaborative .

The GROW Model: A Practical Coaching Framework

Developed in the UK by Sir John Whitmore, Graham Alexander, and Alan Fine in the 1980s, the GROW model provides a structured approach to coaching conversations . It’s widely used to enhance performance and foster development.

GROW stands for:

• Goal: Define what you want to achieve.
• Reality: Assess the current situation.
• Options: Explore possible strategies.
• Will: Commit to specific actions.
  

Implementing the GROW Model

To apply the GROW model:

1. Set Clear Goals: Identify what success looks like.
2. Understand the Current Reality: Discuss where things stand now.
3. Explore Options: Brainstorm possible ways forward.
4. Establish the Will: Decide on concrete steps and timelines.

This approach encourages employees to take ownership of their development and fosters a proactive mindset.

Real-World Application: A Case Study

Consider Jackie, who works on the breakdown desk for an engineering company with about 50 engineers across the UK. She aims to be promoted to a team leader in two years.

• Goal: Achieve a team leader position within two years.
• Reality: Currently has some relevant skills but lacks experience in managing others and understanding technical aspects of on-site work.
• Options: Take on temporary team leader roles during holidays, shadow engineers, lead small projects, or be seconded to a supplier.
• Will: Agrees to lead a small project, with monthly coaching sessions and quarterly reviews to track progress.

This structured approach provides clarity and direction, enabling Jackie to work towards her goal effectively.

Final Thoughts

Engaging your team requires more than just good intentions—it demands structured, consistent efforts. By distinguishing between training and coaching and implementing models like GROW, you can foster a more committed, productive workforce. Remember, the goal is to empower your employees to take charge of their development, leading to mutual growth and success.