Stepping up
Help new and emerging leaders find their own way to manage, delegate and give useful feedback.
Better leaders.
Better working days.
Space to think, support to grow and a way to put it into practice. Coaching built around your people and the work in front of them.
01 / Start with the momentGood people.
Good people.
New challenges.
A bigger role. A team finding its feet. A change that asks more of everyone. Coaching gives people space to understand the challenge and work on how they respond.
Meet October AdvisoryWorking better together
Give teams time to work on trust, accountability and the conversations that shape collaboration.
Leading through change
Support leaders as they navigate uncertainty, make difficult decisions and bring people with them.
02 / Find your formatDifferent needs.
Different needs.
The right conversation.
Five ways to bring coaching into your organisation. Choose a format to see who it supports and what the work can focus on.
Space to think. Room to lead.
A confidential partnership for leaders working through the decisions, relationships and responsibilities that come with their role. Bring the real situations on your desk and work on how you want to lead through them.
A useful focus for
- Stepping into a bigger role
- Leading through uncertainty
- Delegation, influence and difficult conversations
What you work towards
Discuss executive coaching A personal development focus and practical commitments to try between sessions.
03 / A connected programmeThe conversation is
The conversation is
a starting point.
Assessment, expert coaching, everyday practice and review belong together. Follow a development focus through the four stages below.
01 / Assess
Understand the starting point.
Bring together assessment findings, organisational context and the participant’s goals. Agree the behaviour to work on and the measures you’ll return to before the programme begins.
- Relevant assessments or leadership 360s
- A shared development brief
- Starting measures and review points
Learning to let the team lead.
- The situation
- A new manager is holding too many decisions.
- The development focus
- Delegate clearly and build the team’s ownership.
- What to revisit
- Role clarity, feedback and agreed delegation habits.
04 / Keep the purpose in viewAgree what progress
Agree what progress
looks like.
Define the change before the programme begins. Return to it as people put new behaviours into practice, with the organisational context in view.
A starting point
Agree the development goals and relevant assessments, feedback or team signals to establish a baseline.
A change to practise
Translate the focus into something people can do: clearer delegation, more useful feedback or better team check-ins.
A point to review
Revisit the agreed measures and outcomes. Use what you learn to decide where support should go next.
The practical details
Before we begin.
A few things you might want to know as you shape your programme.
How do we choose the right format?
Start with who needs support and what needs to change. One-to-one coaching creates space for an individual leader; cohorts connect people facing similar challenges; team coaching focuses on an existing team. Larger groups and masterclasses help introduce shared themes. We’ll work through the audience, context and goals with you.
What does the organisation see?
Coaching conversations stay confidential. The organisation receives agreed outcomes and aggregated insight. Reporting expectations, measures and responsibilities should be agreed when the programme is scoped, so participants and sponsors understand what will be shared.
How long does a programme run?
The cadence and duration depend on the development goal, format and people involved. We agree the session schedule, between-session support and review points as part of the programme scope.
How does coaching connect to October Advisory?
Coaching is one way Advisory helps put insight into practice. Leadership assessments and organisational context can inform the development focus, with coaching, learning and reassessment connected around the same goals.
What should we bring to the first conversation?
Bring the challenge you’re working through, the people you want to support and any existing assessment or team feedback. You don’t need a finished brief. Together we can agree a useful starting point and what the programme should work towards.
Your next stepStart with the people.
Start with the people.
Build the programme together.
Tell us who you want to support and what needs to change. We’ll help shape the format, focus and first useful steps.
Coaching certificates
A completion record people can carry forward.
Enter the unique registry code printed on the certificate.