The Strength Report is an annual research study examining how coaching shows up inside UK workplaces that have access, why people use it, and what gets in the way. It brings together the real experiences of 170 leaders, managers and professionals to build an honest picture of how coaching is used today and how it can better support people at every level of an organisation.
The report is designed for anyone responsible for people and performance. CEOs, HR leaders, managers and decision-makers who want practical insight into how coaching supports confidence, behaviour change and better outcomes at work. It helps organisations understand not only the benefits but also the cultural, financial and awareness barriers that stop coaching from becoming an everyday leadership tool.
The 2025 edition is our first year of research, and the findings are clear: coaching is valued, widely wanted, but unevenly accessed. The data shows that coaching helps leaders make decisions, handle conflict earlier and build confidence in challenging moments. But it is still too often reserved for senior roles or offered only reactively.
Alongside strong evidence of impact, the report highlights the work still needed to normalise coaching. Many respondents told us they’re unsure what coaching actually involves, feel uncomfortable asking for it, or perceive it as something reserved for those operating at a senior level. This edition begins the work of changing that narrative, making coaching clearer, more accessible and easier to talk about.
Coaching is one of the most effective ways to help people lead with confidence, manage pressure and prevent problems before they escalate. Yet access remains inconsistent, shaped by hierarchy, budget cycles or uncertainty about where coaching fits. The result? Leaders without support hesitate on difficult decisions, avoid challenging conversations and carry stress alone.
This research matters because it gives organisations a shared language and evidence base. It shows what people actually need from coaching. Clarity, focus, a trusted sounding board and where the gaps in current practice are. It also connects coaching to business outcomes: reduced conflict, stronger team dynamics, better transitions into new roles and more confident day-to-day leadership.
The Strength Model is the framework behind the report. It explains how coaching strengthens leadership by focusing on the behaviours that shape culture: what leaders stand for, how they act, how they communicate and how they support the people around them.
At its core, the model is simple. Strong leadership starts with values. Knowing what you stand for and acting with integrity even under pressure. From there, coaching helps leaders adjust their behaviours, manage team dynamics, and communicate in ways that build trust and clarity. At the top of the model sits the goal of the business: the results you’re working towards and how leaders support progress day to day.
The model isn’t academic. It reflects the real situations leaders face: difficult conversations, shifting expectations, role transitions, and the moments where confidence wavers. Coaching helps leaders strengthen each part of the model, so their decisions, actions and behaviours become more consistent, more deliberate and more aligned with what their organisation needs.
Organisations use the model to create coaching programmes that build confidence, prevent conflict, and develop leaders who are grounded, focused and clear in how they show up.
Demand for our work has grown over the past year. As more organisations rely on us at critical moments, we’ve chosen to grow in a way that protects standards and integrity.
Stepping into management is one of the hardest transitions in a career. People are promoted for performance, then expected to lead others with little preparation for what the role actually demands.
Confidence is something we all want. It helps us step up under pressure. But confidence isn’t something you can buy. It’s built by doing hard things before you feel ready.
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