If you’ve ever walked out of a meeting thinking, “Why am I doing all the thinking?” the GOOD model of conversation is for you. It’s a four-step coaching approach—Goals, Options, Obstacles, Do—that turns managers into coaches.
When someone asks for advice, it’s tempting to tell them what to do. However, telling people what they should do is micromanaging and judgmental. Instead, the GOOD model offers an easy way to take a coaching approach, using questions to guide them forward.
Why Managers Need a Coaching Approach
Leaders no longer manage tasks; they lead people. In a fast-changing environment where technical knowledge is often the key to results, the job is to motivate the team. That’s why the role increasingly looks like leadership coaching: encourage growth, spark learning, and inspire collaboration and iteration.
Without training, it’s easy to slip into micromanaging or doing the work yourself. The GOOD model offers a simple structure to coach instead of asserting control.
The GOOD Model (Why it Works)
Using the GOOD Model helps you accomplish five managerial goals. It:
- Fits inside daily conversations (often 5–10 minutes).
- Centers the other person while building respect and ownership.
- Focuses on the future, helping to plan the next positive step instead of getting mired in past problems.
- Creates alignment by reconnecting work to team goals and strategy.
- Is versatile, useful in 1:1 meetings, team discussions, and quick hallway chats with direct reports, peers—even your boss.
How to Run a GOOD Model Conversation (with Scripts)
The GOOD Model uses an easy-to-remember acronym to guide a conversation using four coaching questions that lead to action:
- G — What is the Goal?
- O — What are your Options?
- O — What are the Obstacles?
- D — What are you going to Do?
Here’s how these coaching questions work and scripts for how to initiate the right conversations.
What is the Goal?
Starting with the goal anchors the conversation. It creates alignment by encouraging them to define a desired result. This is the moment to check that their efforts are aligned with strategic goals and team priorities. It also reduces confusion and distractions by focusing the conversation clearly on the task or project at hand.
Also try: “What are we trying to accomplish here?” / “What would success look like by Friday?” / “If everything went your way, what could you accomplish?”
What are your Options?
Allowing the other person to explore options helps them take ownership of the task or problem. Be patient and let them explore ideas. If they think it, they are more likely to take responsibility. Even if you see a “better” option, it’s important to hold your advice until they’ve generated their own. You’re building judgment, not compliance.
Also try: “What options are you considering?” / “Can you think of three different ways we could approach this?” / “What have you tried, and what else might work?”
What are the Obstacles?
By bringing up obstacles, you implicitly and respectfully acknowledge the difficulties they are facing. When they bring up past mistakes, support them by validating their difficulties. This is important for helping them feel heard and understood, which builds motivation. Help them anticipate difficulties, plan for them and think about how to get around them.
Also try: “What might get in the way?” / “What went wrong last time, and what did you learn?” / “What support or resources would make this easier?”
What will you Do?
By letting them decide what to do, you avoid micromanaging and encourage them to take ownership of their efforts and timeline. Next time you see them, ask how it went. Your interest in their success is the vote of confidence they need to see it through to the end.
Also try: “What can you accomplish this week?” / “What’s your first step, and by when?” / “How will you know if it worked?”
Three High-Leverage Uses for the GOOD Model
1) Help a direct report solve their own problem.
When a project stalls or someone makes a mistake, use the GOOD model to move them from frustration to action. You’re not rescuing or taking over; you’re coaching them to choose an option, anticipate obstacles, and execute. People are often harder on themselves than any manager would be—your empathy and guidance work together to build internal motivation and positive momentum. See also my blog on How to Give Better Feedback.
2) Refocus an unfocused meeting or 1:1
Conversations tend to drift. Whether you’re in a one-on-one, a team meeting, or having a chance conversation in the hallway, the GOOD Model is a great way to refocus and get on task again. It’s a non-judgmental and structured way to drop the distractions and create a positive focus on future actions.
3) Coach instead of giving advice-on-demand
When someone comes to you to ask, “What should I do?” The GOOD Model helps you act empathetically and understand their problems. Often, this simple act of validating their difficulties can help them move forward. This is the essence of a coaching approach. When you guide them through the problem, you demonstrate you trust them to make good decisions. If you want to add input, ask consent—“Want a thought from me?”—then offer one idea as a peer, not a command. When they succeed, you build influence, and they build self-esteem for a win-win.
Common Mistakes (and Easy Fixes) for the Good Model
As you develop a more coaching approach to managing, here are some common mistakes and ways to avoid them:
- Jumping to advice during Options. Have patience and manage your impulses. Instead of offering quick advice, ask for two more ideas.
- Binary thinking. Avoid closed questions that have a binary answer (yes/no, this/that). Nudge them to “three options” to expand their thinking and avoid narrow or false either/ors.
- Solving obstacles for them. When you feel the impulse to solve their problems, replace it with curiosity. Your genuine interest in their thinking builds self-esteem and encourages ownership.
- Skipping the Do. Without accountability, some people get stuck in options and obstacles without moving forward. Always make sure they commit to an action to try.
- Interrogation vibe. Keep your tone curious and supportive, not prosecutorial. Avoid judging, talking down to them, or rushing. Give them the time they need to find the right path forward. Encourage them to move forward.
Quick Reference (Copy & Paste the GOOD Model to Your Notes)
- What’s the goal here?
- What options are you considering?
- What obstacles might get in the way—and how will you handle them?
- What will you do next—and by when?
FAQ about the GOOD Model
How long should a GOOD conversation take?
Usually 5–10 minutes; longer for complex decisions.
Is GOOD the same as GROW?
They’re cousins—both future-focused coaching frameworks. GOOD is short and easy to remember for everyday use.
What if their option isn’t the best?
Ask, “What tradeoffs do you see?” Offer one thought after they’ve explored their own—and let them decide.
Can I use GOOD in performance reviews?
Yes. Use it to frame goals, options, likely obstacles, and concrete next steps.
Next Steps
For a deeper dive on future-focused feedback, read How to Give Better Feedback (feedforward + GOOD).
Join my FREE leadership workshop, One-on-Ones that Motivate for more tips on how to use a coaching approach to motivate your team.
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