We design and deliver solutions for meeting facilitation, executive coaching, leadership development and team building.

MEETING
FACILITATION

EXECUTIVE
COACHING

LEADERSHIP
DEVELOPMENT

TEAM
BUILDING

Meeting
Facilitation

For an important meeting such as a strategic planning session, team building offsite or annual goal setting and action planning, consider working with a professional meeting facilitator to design and manage the session in a purposeful and constructive way.

Executive Coaching

Our coaching engagements bring out the best in leaders and managers, and can provide critical support at key moments in their careers such as during onboarding or career transitions. We provide coaching to individuals, small groups and teams.

Leadership
Development

Build sustainable leadership capabilities across all levels of your organization and management. West End Partners works with you to create custom programs and solutions that are aligned with your business objectives and have a clear and lasting impact on your people, teams, and organization.

DiSC® and CliftonStrengths®

Our DiSC and Strengths workshops provide a great foundation for team building by increasing understanding of natural talents and work styles, improving communication and increasing team effectiveness. We are an authorized partner of Everything DiSC® and certified coaches of Gallup CliftonStrengths®.

Leadership Development Program

  • Customizable
  • Practical
  • Hands-on Learning
  • Immediate Appplication

Our Client List Includes

Schedule A Call

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Questions We Often Receive

What is Executive Coaching?

The International Coach Federation (ICF) defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential, which is particularly important in today’s uncertain and complex environment. Coaches honor the client as the expert in his or her life and work and believe every client is creative, resourceful and whole. Standing on this foundation, the coach’s responsibility is to:

  • Discover, clarify, and align with what the client wants to achieve
  • Encourage client self-discovery
  • Elicit client-generated solutions and strategies
  • Hold the client responsible and accountable.

This process helps clients dramatically improve their outlook on work and life, while improving their leadership skills and unlocking their potential.

An individual or team might choose to work with a coach for many reasons, including but not limited to the following:

  • Something urgent, compelling or exciting is at stake (a challenge, stretch goal or opportunity) 
  • A gap exists in knowledge, skills, confidence or resources
  • A desire to accelerate results
  • A lack of clarity with choices to be made
  • Success has started to become problematic
  • Work and life are out of balance, creating unwanted consequences
  • Core strengths need to be identified, along with how best to leverage them.

Measurement may be thought of in two distinct ways: external indicators of performance and internal indicators of success. Ideally, both are incorporated.

Examples of external measures include achievement of coaching goals established at the outset of the coaching relationship, increased income/revenue, obtaining a promotion, performance feedback that is obtained from a sample of the individual’s constituents (e.g., direct reports, colleagues, customers, boss, the manager him/herself), personal and/or business performance data (e.g., productivity, efficiency measures). The external measures selected should be things the individual is already measuring and has some ability to directly influence.

Examples of internal measures include self-scoring/self-validating assessments that can be administered initially and at regular intervals in the coaching process, changes in the individual’s self-awareness and awareness of others, shifts in thinking that create more effective actions, and shifts in one’s emotional state that inspire confidence.

Coaching typically begins with a personal interview (either face-to-face or by teleconference call) to assess the individual’s or business’ current opportunities and challenges, define the scope of the relationship, identify priorities for action and establish specific desired outcomes. Subsequent coaching sessions may be conducted in person or over the telephone, with each session lasting a previously established length of time. Between scheduled coaching sessions, the individual may be asked to complete specific actions that support the achievement of one’s personally prioritized goals. The coach may provide additional resources in the form of relevant articles, checklists, assessments or models to support the individual’s or business’ thinking and actions. The duration of the coaching relationship varies depending on needs and preferences.

  • Assessments: A variety of assessments are available to support the coaching process, depending upon the needs and circumstances of the individual or business. Assessments provide objective information that can enhance self-awareness, as well as awareness of others and their circumstances; provide a benchmark for creating coaching goals and actionable strategies; and offer a method for evaluating progress.
  • Concepts, models and principles: A variety of concepts, models and principles drawn from the behavioral sciences, management literature, spiritual traditions and/or the arts and humanities may be incorporated into the coaching conversation to increase self-awareness and awareness of others, foster shifts in perspective, promote fresh insights, provide new frameworks for looking at opportunities and challenges, and energize and inspire forward actions.
  • Appreciative approach: Coaching incorporates an appreciative approach, grounded in what’s right, what’s working, what’s wanted and what’s needed to get there. Using an appreciative approach, the coach models constructive communication skills and methods to enhance personal communication effectiveness. He or she incorporates discovery-based inquiry, proactive (as opposed to reactive) ways of managing personal opportunities and challenges, constructive framing of observations and feedback to elicit the most positive responses from others, and visions of success as contrasted with focusing on problems. The appreciative approach is simple to understand and employ, and its reach can be profound, opening up new possibilities and spurring action.