Research into coaching has shown effects ranging from increased goal commitment and attainment; environmental mastery (Spence & Grant 2007); increased cognitive hardiness, mental health and hope (Green et al. 2007); reduction of workplace stress and anxiety (Gyllensten & Palmer 2005); improvements in transformational leadership (Grant et al. 2010; Cerni et al. 2010); and the enhancement of outcome expectancies and self-efficacy (Evers et al. 2006).

 

Furthermore, a number of studies have also shown effects on greater goal striving and well-being, reduced stress and depression, and reduced tendencies toward perfectionism (Grant, 2001, 2003, 2008; Grant et al, 2009; Green et al., 2006; Green et al., 2007; Gyllensten et al, 2010; Grbcic & Palmer, 2006; Kearns et al.,2007; 2008; Libri & Kemp, 2006).

 

SFCB coaching can be defined as an approach to coaching that is primarily focused on the development of a personal strengths, furthermore  on defining and attaining practical solutions to problems rather than analysing the nature or etiology of the presented problem.

 

Coaching may also serve as a proactive method and guard against stress and interestingly in an report from the NHS Mental Health Taskforce (UK) it was estimated a 40% increase in the need for psychological therapies over the following 3-4 years (NHS, 2017).

 

The report also stated that  the presence of poor mental health can drive a 50 per cent increase in costs in physical care (p.19). By 2020/21, it is expected that an extra 600,000 people with common mental health problems will access psychological therapies each year – an increase from 900,000 to 1.5 million people (NHS, 2017).

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