Coaching models are simple structures that guide a coaching conversation from a problem to an action. For line managers, the most useful are GROW, CLEAR, OSKAR and FUEL. Each one helps you ask better questions instead of jumping straight to telling people what to do.
Most managers were promoted for being good at the work, not for being good at developing people. When a team member brings them a problem, the instinct is to solve it. That’s quick today, but it means the same problem comes back next week, and the team never learns to think for itself.
This guide compares the four main coaching models for managers, explains when to use each, and shows you how to run a 20-minute coaching one-to-one.
Table of Contents
The four coaching models compared
Here are the coaching models most often used by managers, with an example question for each stage.
| Model | Stages | Best for | Example question |
|---|---|---|---|
| GROW | Goal, Reality, Options, Way forward | Quick, everyday problem-solving and goal setting | “What would a good outcome look like by Friday?” |
| CLEAR | Contracting, Listening, Exploring, Action, Review | Deeper conversations about behaviour, confidence or change | “What do you want from this conversation?” |
| OSKAR | Outcome, Scaling, Know-how, Affirm and action, Review | Building on what’s already working | “On a scale of 1 to 10, where are you now?” |
| FUEL | Frame, Understand, Explore, Lay out a plan | Structured development and career conversations | “What’s getting in the way at the moment?” |
The GROW coaching model
The GROW coaching model is the best known of all coaching models. It was developed in the UK in the 1980s by Sir John Whitmore, Graham Alexander and Alan Fine, and it remains popular because it’s simple to remember and works in a short conversation.
- Goal: What do you want to achieve? What would success look like?
- Reality: What’s happening now? What have you tried so far?
- Options: What could you do? What else? What would you do if there were no constraints?
- Way forward: What will you do, and by when? How will I know?
GROW model questions to avoid: leading questions that are really advice (“Have you thought about calling the client?”). If you already have the answer, you’re not coaching.
The CLEAR coaching model
The CLEAR coaching model was developed by Peter Hawkins. It adds two stages GROW doesn’t have: agreeing what the conversation is for at the start, and reviewing how it went at the end. That makes it better for longer or more sensitive conversations. Our full guide to the CLEAR coaching model covers each stage in detail.
The OSKAR and FUEL coaching models
OSKAR, created by Paul Z Jackson and Mark McKergow, is a solution-focused model. Instead of digging into what’s wrong, it asks what’s already working and how to do more of it. Scaling questions (“where are you on a scale of 1 to 10, and what would get you one point higher?”) make progress feel achievable.
FUEL, from Jack Zenger and Kathleen Stinnett, is designed for managers. It starts by framing the conversation and understanding the current state before exploring the future, which suits development and career conversations.
Which coaching model should managers use?
You don’t need to master all four coaching models. Pick one as your default and learn it well:
- Use GROW for everyday problems and quick one-to-ones.
- Use CLEAR when the issue is about behaviour, confidence or a difficult change.
- Use OSKAR when someone feels stuck and needs momentum.
- Use FUEL for career and development conversations.
The model matters less than the habit: asking before telling, listening more than you talk, and ending with a clear action.
How to run a 20-minute coaching one-to-one
- Minutes 0–3: agree the focus. “What’s the most useful thing we could talk about today?”
- Minutes 3–8: understand the situation. Ask open questions and resist offering solutions.
- Minutes 8–15: explore options. Ask “what else?” at least twice. The best idea is rarely the first one.
- Minutes 15–18: agree an action. One specific step, with a date.
- Minutes 18–20: check in. “How useful was that?” and note the action for next time.
Coaching works best alongside regular, honest feedback. Our posts on continuous feedback and feedforward show how the two fit together. For a simple way to structure it, use the SBI feedback model. If you are setting up support for first-time managers, see our guide to new manager training.
Common coaching mistakes for new managers
- Coaching when you should be directing. In a crisis or with a brand-new starter, clear instructions are kinder than open questions.
- Asking questions with an answer in mind. People can tell, and it feels like a test.
- Skipping the action. A great conversation with no next step changes nothing.
- Never following up. Check on the action at your next one-to-one, or people learn that it doesn’t matter.
For managers building these skills, our post on growth mindset explains why curiosity beats having all the answers.
Frequently asked questions
What are coaching models?
Coaching models are structured frameworks that guide a coaching conversation through stages, from understanding a goal or problem to agreeing an action. Popular examples include GROW, CLEAR, OSKAR and FUEL.
What is the GROW coaching model?
GROW stands for Goal, Reality, Options and Way forward. It was developed by Sir John Whitmore, Graham Alexander and Alan Fine in the 1980s and is the most widely used coaching model in business.
What is the difference between GROW and CLEAR?
GROW is quick and focused on solving a problem. CLEAR adds contracting at the start and a review at the end, which makes it better for deeper or more sensitive conversations.
What are good GROW model questions?
Useful GROW questions include “What do you want to achieve?”, “What’s happening now?”, “What else could you do?” and “What will you do, and by when?”
Can managers be coaches?
Yes. Managers can use coaching models in everyday one-to-ones. They also need to know when to switch to directing, for example in a crisis or with someone new to the role.
Start with one coaching model and make it a habit
Coaching models give managers a simple structure for better conversations. Start with GROW for everyday problems, use CLEAR for deeper ones, and build the habit of asking before telling. Your team will solve more problems themselves, and you’ll get time back.
For more on accidental managers and coaching, listen to Episodes 16 and 25 of Strategic HR Weekly.
