Executive Coaching in Dentistry with Thomas Passalacqua
Executive coaching helps dental leaders improve decisions, team culture, and outcomes by building awareness and future-focused actions. Unlike consulting, coaching does not prescribe solutions. It strengthens the leader’s ability to diagnose problems, choose options, and execute consistently.
Episode snapshot
- Guest: Thomas Passalacqua, Founder, Ascend Professional Pathways
- Host: Dr. Matt Allen
- Themes: coaching vs consulting, decision “reflexes,” mindful leadership, data to action, culture
Listen on Apple Podcasts, Spotify, watch below on Youtube, or read the transcript below.
Key questions and direct answers
What is executive coaching for dental leaders?
A structured conversation that sharpens awareness and turns goals into next actions. The coach listens, challenges assumptions, and helps the leader pick a path and commit to it.
How is coaching different from consulting or therapy?
Consultants advise and deliver playbooks. Therapists process the past. Coaching is future focused. It builds the leader’s own problem-solving muscle so decisions improve week by week.
Why does coaching matter in DSOs right now?
Rapid change creates overwhelm. Coaching gives operators and clinicians a simple loop: pause, scan options, choose, act, review. That loop improves culture, performance, and adoption of new tools.
What results can a practice or DSO expect?
Clear priorities, faster decisions, better team alignment, and measurable movement on goals like patient experience, retention, and operational efficiency.
How do I start coaching inside my organization?
Pick one meeting per week to “pause the game” for 90 seconds. Name the problem. List three options. Choose the next step. Close with a two-line debrief: what worked and what changes next time.
Who should listen
- DSO executives and regional leaders
- Clinical leaders and practice owners
- Marketing and operations managers who want human skills to match their data and tech
Topics covered
- Coaching vs therapy vs consulting
- Building decision reflexes with quick debriefs
- Mindful leadership at work
- Turning patient voice and data into action
- Why in-person connection is a career superpower again
Highlights and takeaways
- Slow down to speed up. A 90-second pause can improve the next 90 days.
- Data only creates value when humans can act on it.
- High support plus high expectations grows leaders faster than either alone.
- In-person connection differentiates you in a screen-first world.
Guest bio
Thomas Passalacqua is an executive coach and founder of Ascend Professional Pathways. A former NYC educator turned dental sales and DSO leader, he now helps clinical and corporate teams build clarity, confidence, and measurable momentum.
Links
- Website: ascendpropathways.com
FAQ
What is the value of executive coaching for dentists and DSOs?
It improves decision quality, team alignment, and patient outcomes by strengthening the leader’s own thinking and action loops.
How many coaching sessions are typical to see impact?
Leaders often notice clearer decisions and better focus within a few sessions, with durable habits forming in one to three months.
Can coaching support both clinical operations and marketing?
Yes. Coaching improves cross-functional alignment so clinical insights and patient feedback turn into marketing wins and retention gains.
Is coaching only for executives?
No. Regional leaders, practice managers, and emerging leaders benefit, especially during growth or change.
Enjoying Kinda Different? Follow and share. To see how DifferentKind turns patient voice into clinical and marketing results, visit differentkind.com.
Transcript
What's up, everyone? Welcome back to another episode of Kinda Different, a podcast where we talk about innovation in dental care. We connect with some of the best people in the industry, people that you absolutely should know if you already don't.
And we talk about how we all together can make dental care more human. If you've been with us for one episode or for the almost 60 that we have recorded now, I think that you're probably finding that we're unpacking some of the things that are coming up in dentistry right now in terms of how do we make this industry kind of continue to move forward in a very fluctuant time. So, super excited that you're joining us today.
I am Dr. Matt Allen, the CEO and co-founder of DifferentKind, your host for Kinda Different. And I am super thrilled today to be joined by someone who I've recently met, but someone who comes highly recommended by someone who's been on the podcast before. Maybe we'll talk about that a little bit today.
But Thomas Passalacqua, who, you know, been around dentistry for a long time, now an executive coach and founder at Ascend Professional Pathways, and somebody who I think really kind of jives with the whole world view that we have over here at DifferentKind, or at least, you know, we recognize each other, right, in terms of how we think about those things. So, Thomas, thanks so much for joining today. Tell us a little bit more about you, and then we'll dive into it.
Yeah, Matt, thank you so much. It's great to be here. And fantastic work on the podcast and everything you're doing.
It's really exciting stuff and such an exciting time in dentistry. I'm in dental now nine years. And prior to being in dental, I started my career as a teacher.
So I have a master's in ed. I taught in New York City for eight years. And I was a successful educator, but I felt like I wanted to explore other avenues.
And then I got into dental sales, did fairly well there, started to train and mentor other sales reps. And then I got into the DSO space, and I've been there for a few years as well. But there's been one thing that's always been pulling at me internally, was getting back to my roots as an educator, but really helping others and seeing others do well in their own ambitions.
So a couple years back, I decided to embark on the journey of getting certified as an executive coach. That jived really well with my education background and my skills as a communicator and someone who really sees myself enabling the success of others. And I put together the business of Ascend Professional Pathways, and it's really my mission is to bolster and empower other professionals.
And that could be navigating their challenges, fulfilling their missions, and fulfilling their potential, and just better reaching their goals. But I'm doing that within the dental space because that's where my network is, that's where my passion is, that's where I have most relevant connections and industry knowledge. So over the last number of months, I've been working with a lot of dental professionals, the DSO professionals, both clinical and support staff and corporate staff, really of helping them find the clarity to better hit their goals and their ambitions.
And it's been received really, really well. And it just it aligns really well with what you're doing with DifferentKind and kind of really focusing on the person aspect of the industry.
Awesome, man. Well, yeah, excited to jump in. You know, I think the most obvious place to start here is specifically around coaching, right?
And I have an 11-year-old son. I have been a coach of his competitive soccer team now for the last year. And it's been fun to like really dive into that and kind of create the culture that we wanted to create, which was, you know, maybe not what we wanted before, right?
And it's like, how do we build that? And how do we help this team? And, you know, all of that stuff.
And I think we all have this idea of coaching in our brain because we probably either played an instrument or been on a team or something like that. And at some point, that kind of goes away, right? Like, we kind of feel like, okay, coaching is no longer for me.
And that's obviously not true, I think, for all of us. And maybe some of us call that coach a therapist or maybe some of us, you know, whatever it might be. But why does coaching feel innovative to you as we think about innovation in the dental industry?
And how do you feel like it sets people up to, you know, kind of really be at the front end of like, hey, let's push things here that need to be pushed. Let's like lead in ways that need to be lead. You know, just walk me through a little bit of kind of your philosophy there.
Yeah.
Yeah, no, that's a great question. And it's, I think it's really relevant because I often do get that question of what really is coaching and how is it different from other modes of support and how is it innovative, right? So the philosophy and approach of executive coaching is kind of a really unique approach to helping someone in their own journey.
So the way I approach coaching is I'm not a mentor, I'm not a consultant, I'm not advising you, I'm not a therapist. It's really a mode of communication and a mode of shifting your perspective. So if you go through the coaching process, it's me very intensely listening to what you're describing, what your experiences are, and I'm helping you navigate the immediate kind of blinders you might have on, or the perspective you might be perceiving things at the moment, or your assumptions, or your emotions.
And it's me kind of being a sounding board and this mirror to, all right, here's what I am hearing and seeing you describe to me in your current moment. And let me challenge that to you. And like, let's look at like facts, reality, all this kind of stuff.
It's not me dictating, oh, here's my opinion, or here's what I think you should or shouldn't be doing, or hey, why do you think that is? And dive into the past. It's really a future forward process.
Within minutes, in most of the situations I'm working with, someone is really discovering solutions and strategy and clarity as they're talking through it. I mean, it is a very therapeutic process, but it's not, the intention is to focus on future action. So it's innovative because it's really empowering the person to be the most valuable resource in any system, right?
Dentistry is amazing right now because there's so much innovation in tech and in services. I mean, the DSO space is just booming with streamlining processes and everything. I mean, not just, I mean, on the back end, front end, clinical, Everywhere.
Everything. It's really amazing to see each year the advancements. But the innovation with the individual needs to be at the forefront too, because it's how are you navigating all of that change and the stress and the overwhelm and just the complete, like, stimulation of opportunities, challenges, doubts.
You know, there's a lot of that. So, so it's really, I am just narrowing in on the person, empowering the person to utilize the skills and the resources they have to be successful in whatever they want to be successful in. So it can apply in a lot of different spaces here.
Yeah, no, for sure. It feels like, you know, I mean, I think about it, I literally like, you know, we got some game film back last night from a recent game, you know, we're watching and, you know, you watch a kid, right, like, and playing soccer and it's like, you know, let's pause right here. Like, what options do you have?
Like, where could the ball go? Like, why would you choose that option versus the shop option? Right.
And, you know, building those reflex muscles into people, right, to say, like, in the moment, you do have those blinders on. You're like, I didn't see that guy there or I didn't see that defender. I didn't feel this.
Right. Like, and the more that you exercise those muscles, it feels like it gives people the opportunity to, A, be better at realizing it in real time. Right.
So they are able to see that kind of stuff, you know, but B, then also to, you know, like, instead of you kind of having to bring them back to that moment all the time for them to, even if they don't realize it in the moment, so like make a quick debrief after, like, what went well? What could I do better? Right.
Like, and build that muscle in folks, right. So that it's like, hey, cool. Like, we're always aware.
And I think that to me, you know, what I'm hearing from you in terms of, you know, kind of thinking about the humanity of this, right, is that we can't really be our best self. So if we're not even aware of what we want, how we're thinking about it, like what we're doing, how we're acting, right. And once we start to really uncover all of that, we can be a much more, you know, self-actualized, you know, intentional probably version of ourself, you know, in an arena where we really do have a lot of different competing priorities, whether that's, you know, PE.,
whether that's, you know, just the growth of the owner desire, you know, whether you're whatever part of the team you are, right. There's a lot of different competing priorities. And so it's like, if you can scan the landscape and really feel all those at the right time, like you can be a really incredible asset to someone who has, like, an emotional and strategic and, you know, kind of just bigger sense of the pulse of, like, where does this, what do I need to do in this situation, both to help drive things forward for myself, but also for everyone, right?
Yeah, no, bring up a lot of really good points there. A couple of things that come to mind is, like, you said building that reflex, right? I think it's building that confidence and competence that you are capable in your role or as part of the team.
And a lot of it that I see is, like, there's a ton of self-doubt out there. I mean, I think just in this day and age, you know, social media, just tech everything. I mean, challenges in every corner of the world, right?
Like, you know, there's plenty of resistance wherever you want to look. It's really looking inwards and saying, okay, what am I good at? What are my strengths?
But also practicing that, like practicing self-reflection is an amazing skill. Taking the time and the space, right? So it's also intentionally slowing down and thinking, okay, what is most important in the moment?
Almost like re-prioritizing priorities throughout the day, because there's endless distractions, good and challenging, but it is taking that intentional time and space to refocus, flexing that muscle of what's going to move the needle? What's my priority at the moment? How am I helping our overall mission?
And kind of re-framing what that mission is. And the way I approach it is how are your short-term actions supporting your long-term goals? And that could be within the practice or within your own personal goals or the goals of a team, right?
What have you. How does everything you do, your decisions, your actions, your behaviors, support the overall ambition you have? And it's taking time to define what those ambitions are, being self-reflective.
And that's where coaching comes in because it's empowering that individual to kind of be that barometer. It's not waiting for someone else to say, hey, Tom, here's what you need to do or here's what you're doing great at. It's building that muscle and that confidence that you can be that own barometer for yourself.
But it's a process and it's a skill that you have to develop.
Totally. Well, it's interesting. Like I've been thinking about this recently.
You know, obviously the frontier tech right now is all the generative AI stuff, right? And it's everywhere. And it's interesting because, like, you know, I use it all the time and a lot of things.
But I try to, you know, have it be obviously as right as possible. And, you know, it's like, cool, like, to use the thinking model versus the regular model. And it takes it takes a minute, right?
Where you're like, it's not giving me an immediate answer. And I think that's just an interesting analog for us, right? Where sometimes we always sometimes we always that's a terrible sentence.
You know, we feel like we have to give this answer immediately to the questions that come our way instead of saying, wow, let me think about that for a minute or, you know, whatever it might be. Right. And just that ability to not only debrief after the process, but to kind of say, okay, cool.
Like, I can process through some of this in real time to be to be the best version of myself. I don't know. It feels like that kind of, you know, almost like self-coaching.
Like, coach it. Good coaches teach you how to like understand more, right? So that you can make the decisions on your own.
They're not just shouting instructions from the sideline. And that's where it feels like, man, the best players, the best, you know, whatever it might be, the best people, right, come from people who have like learned and kind of developed that muscle.
Absolutely. It's that confidence in their own abilities. It's also that self-reflection piece, reassuring yourself that you are capable and you can reassure yourself you have the skills and abilities to execute it, your best ability, yeah.
Totally. Love it. Well, let's like kind of dive into your background a little bit more, because I think there's a lot of interesting threads to pull on there in terms of kind of this, you know, educational background, right?
And I think in general, like thinking about pedagogy and how we learn and, you know, those kinds of things are really interesting. You know, tell us a little bit more about how that educational background really informs how you just think about the world, how you see the world, not just like what you do in your job, but like how you really kind of process things. And, you know, what is what is that background given you that other people might not have?
Yeah, very, very interesting question. So being an effective teacher really laid a really great platform for me in my career, because, I mean, I taught in very difficult situations throughout New York City. I mean, you can imagine classrooms full of middle school kids.
And it's a fact of being relatable and relevant, and also relinquishing the fact that I am not the most important person. I mean, in a safety sense, yes, in a classroom, but I have to be meaningful to my audience, communicating in a way that engages them, and getting them invested in whatever situation I want them invested in. So that could be a classroom of kids, that could be a room full of dentists, that could be a C-suite, you know, at a boardroom, right?
It's being relatable, being meaningful. What's everyone's purpose? How do I align everyone together?
And if you can conduct that energy, you really have the ability to kind of go a direction and have everyone follow that. So that skill set comes a little more naturally to me than to others, right? So I understand that.
And that's really at the forefront of my coaching. It's not about me. It's usually my skills to help someone build that confidence, build that clarity, flex that muscle of self-reflection, looking internally for the resources and skills you have.
Especially in this day and age when there is so much innovation and so much advancement, you can get drowned in distraction and overwhelm so quickly. And we then assume I'm not adequate or I am lacking in XYZ, or hey, I can just go online and ask AI now to get the answer. We're almost like giving up our abilities as people and our innate abilities as humans to navigate the space we're in.
So I'm kind of flipping it and going, no, we got to focus more on why we are different than all the other tech innovation out there and all the other advancements and everything. We have more resources and we are more capable than we think. And let me bring that out of you.
So yeah, that comes back from being a teacher and engaging with the audience. And that's what I'm really passionate in seeing. And it's amazing when you go through the process and people respond to it and it's reciprocated and they're like, wow, that's actually really true and it works.
And I see the results and I see how someone is starting to trust themselves a little bit more.
Yeah. So an interesting thing that I see in your career journey, we've only met once, but and here we are talking about it live on the podcast, right? But is the kind of the empathetic worldview that you have right there, which I think is, you know, in the classroom, how do we, you know, kind of tap into everyone?
How do we help everyone feel heard? How do we like bring those skills out, right? And then obviously kind of go into sales, right?
And the best salespeople, right, are not about themselves and just trying to push something on someone they're trying to understand, right? Who that person is, what they want, how to, you know, how does this thing help them or not? Right?
And good salespeople don't want to sell a product to someone that doesn't need it, right? Because they're like, this is not going to help you. And that's a very empathetic, you know, worldview, right?
And I think that then, you know, coming into to this as well, right? That kind of core thread of empathy and kind of others focused on that, let's say, you know, it's something that I really see there, which I think is interesting. And I'm wondering if you have any kind of, you know, I think the evidence around empathy is really interesting from the perspective of, yes, certain people have it more, right?
Like that is just a true thing of like your baseline might be different than someone else's. And we know from research on the Buddhist monks in terms of like watching them operate a certain way over the years that you can become a more empathetic person and you can train in that. And it's a skill as well.
Right? And so how do you think about kind of imparting that world view into the people that you're working with? Whether that's, you know, managing other sales leaders, whether that's kind of being a part of a classroom, like whether that's coaching.
How do you kind of think about taking this like, hey, this is very Thomas and it just comes naturally to me. And, you know, I want to help others develop the skill as well.
Yeah. Empathy is such a unique idea to develop. Right.
And yes, it can be developed and practiced. But I think you have to be really intentional. I think it comes down to questions like, hey, what do we really want to accomplish?
Both as individuals, as a community, and this can go as, you know, narrow, you know, within your role in industry and career, or as broad as like people in general and the whole collective, right? And I think if we start looking at the community as we need to, we all need to contribute to bolster, that empathy piece is, that empathy, if we look at the community of what we have to bolster and develop, it's that empathy piece that is really strong. So I'm always looking at it through the lens of how does this help the collective?
How does this help everyone else? Your coworkers, your patients, your staff members, your leadership, your community in general, the population in general, how does your individual actions and individual intention help support the collective good? And I think that's just a very healthy way to approach things because if you want to be divided, that's easy to do, right?
You don't have to look far to do that. But if you want to actually move the needle in a more positive direction, it does take a little bit of intention and work and purpose. So, practicing that, but also threading that through, okay, what's my role?
Yes, my daily job, but also my role as a person and bringing it back to the human element is really important there.
Yeah. Well, it's one of the things that I think you were just mentioning, too, in your previous answer that I think ties together really well with this in terms of innovation and how do we make things more human and whatever, right? Is the idea, too, that I think we're coming back to in this age of all this technological advancement, of your superpower can be your ability to be with others in an in-person way, right?
I think we're seeing some of that come back, especially in the post-COVID world, right? Where it's like, no, like in-person events, small in-person events where you can meaningfully connect with people. It's not a 50,000 person conference.
It's 100 people in a room. And you're meaningfully connecting with some people and you're driving things forward. And so whether that's like an all company meeting or whatever it might be, right?
Like how you speak at that, how you show up, how you, how people look into your eyes and feel that empathy can be a really meaningful differentiator for somebody who is looking to continue in their career and just be the best person that they can be in general, too, right? So I think that's an interesting idea for me in terms of like, well, we've always known that in lots of ways. And the best ideas are often not new at all.
But it feels like it's been forgotten in some ways, especially with this rush to technology that how you show up with other people in person and how you show people care, compassion, consideration, empathy, whatever it might be, right, is a meaningful thing that not everyone has. Yeah.
Just pay attention to how you feel. What reactions do you get internally when you're speaking and interacting with people live or through webinar versus being by yourself behind the screen, running the AI prompts, what have you, right? Like, where do you feel most connected, most heard, most reassured, most impactful, all of that meaning?
It does come from that in-person connection. It reassures, like, yeah, we are a social species, right? So that is part of it.
It also brings meaning to it, and it also shines the light of, okay, we are more than just our outputs. And whatever role we're in or whatever situation we're in, like, you have to build in that interaction piece, because that's really what reflects internally is, okay, that's meaningful to me, right? When you meet somebody in person, that's, and you walk away, it's like, I have a new connection now, you know?
Like, that's, and it's not just a connection as far as, like, oh, I connected with somebody, but, like, no, you, you, you have, there is an interaction there that you can't get artificially. So, yeah, and I think with the rise of tech also puts that, that amplifies that aspect, too. I don't think they're distant.
I think the more distant we get, we're going to get, also get more reassurance that, okay, we have to do this as a group of people together, because dividing us into individuals in silos is, is not healthy, right? For, for the collective, the community, and us individually. So the rise in tech has to be, has to enable the community to get together and again, bring our intentions forward of what's the true purpose here?
Why do we have all these technological advances? What's the purpose of it all? If it's making, if it's making things easier, better access, streamlined processes, and all of that, better communication, well, what's the end result?
And that should be bringing people together.
Yeah, love that, man. All right, so as we think about making dental care more human, I think, you know, the, there's lots of ways that we can kind of, you know, think about kind of tying together a lot of what we've talked about thus far. But I want to bring in one more different piece, because I think you'll probably have an interesting perspective on it, right?
There's a book called 10 to 25, which is about, like, the brain development of kids from 10 to 25, essentially. And there's, you know, the current hypothesis, I think, when you would ask most people is like, you know, their frontal lobe is just not developed, right? And they're just idiots, right?
And then we treat them like idiots. And then, you know, they play into that, right? And there's this researcher from Stanford who's essentially done a lot of research around that.
And it's like, no, they just have different needs, essentially, in their brain. They're not, you know, yes, their frontal lobe is not developed, but that doesn't mean that they're idiots. They just have different needs, which is generally like respect and like, you know, social kind of like, you know, affirmation and those kinds of things.
We often don't give teenagers, especially those things, right? We don't give them respect. We don't give them the ability to seek that social affirmation is something they need.
Not the point. Interesting book for anyone who might want to read it. But what he talks about in terms of how we essentially coach these folks, right?
Because they're not in the realm anymore of like, you can't discipline a 17-year-old if you've never disciplined your kid before that, right? You're in coaching mode now. You've got to help them learn how to make their own decisions, or they're not going to become a self-actualized human.
And so this idea of high support, but high expectation, right? I'm gonna expect a lot out of you, but I'm also gonna give you high kind of support to get there, I think is a really interesting perspective that I think often in business and maybe in health care, some of those things that we like don't give people, like it's either, yeah, we give them high support, but we don't have high expectations of them, or we have super high expectations, but we leave them to do it on theirself, which is often feel like, okay, you're just kind of left to your own devices and you can't actually figure it out, right? So it feels like what you're saying in a lot of ways in terms of how do we develop leaders, especially in this kind of DSO space, right?
It's like, how do we give people high support and maintain high expectations and do that really well? So I just want to A, get your perspective on that. But then B, maybe there's like an example of somebody that you've worked with or someone that you've talked with or something where you're like, hey, this is like what that kind of structure has led to and what the output of that was.
So I'll pause there. You can react.
Yeah, really interesting, right? Especially when you're looking at kids in development and the human experience there. I think it could be either a lack or a need for experience, right?
And almost learning through experience. Because in this day and age, we're almost programmed to expect the answers right away. Like if we have a problem, just look it up and there it is.
We're almost diluting our skill to learn through experience, which for that adolescent is kind of the necessary. You have to go through the learning process through experience, right? So I think to tie that together is it's like, okay, what experiences are you getting to learn your role, to learn your skills versus just getting all the information as a download, right?
Like is there a manual for everything? Or is like, you know, if you're going to be a leader, you have to kind of have your successes, have your challenges, have your failures, learn from experience. Because that's, prior to this, you know, modern day and age, that's how you learned, right?
Like through that trial and error phase. So I think it's probably going back to that a little bit. And then once you have that mileage under you of like, okay, I tried and failed or I succeeded, then you have those expectations of, okay, now you're leading from experience.
Here's how you can level up your expectations. But if you just expect someone to just, oh, here's the information, go lead without that experience factor, it might not translate as well.
Yeah. I mean, I feel like it kind of goes back to what we were saying at the beginning, right? I mean, I could continue to think about this from a soccer perspective, but, you know, it's like, pause game, right?
Like, what are your options, right? And I think good coaching, right? Like, what you're talking about these folks is like, how do you see those options?
And sometimes it takes choosing the wrong one to realize what the right one is, or it takes realizing like, I do have a blind spot there and I need someone to help me continue to see it, right? And a good coach is not going to tell you, like, just pass it here, right? The good coach is going to help you figure out how do you, you know, scan more quickly so that that blind spot is not, you know, whatever it might be.
We don't have to go too down the soccer hole of, you know, how do we talk about soccer tactics on this podcast? But it does feel like good coaching in general, right? It like helps.
Good, I would say my thought here would be that a good coach, whether that's, you know, whoever your boss is, like someone like you that's coming in from the outside, whatever it is, right? Like any good leader, let's say, maybe not just a coach, but a good leader is not just going to give you the information, not just going to give you the download, but they're going to help you to like, hey, we need you to live this experience in some ways, with some guardrails obviously sometimes if it's a hugely crucial decision for the company or whatever. But like when is the appropriate time?
And so they like let people fail, you know, or let them make their own decision and see how it goes, you know. And that just to me feels like, man, like all of the best coaches that I've ever had felt like that's what they were trying to pull out of me.
Yeah, no, it's a really cool analogy too, because you're almost letting them fail in a safe and healthy situation, right? There is a safety net like, okay, yes, you're learning through experience, you can, there is some room for error, if you will, that's going to sharpen your skills over the long run, build the confidence and your competency, because you're actually living through it, versus just telling me and then either I do well or not, and then now what? You know, I have no internal barometer there.
So, yes, my approach to coaching is giving someone the space to do that exploration, navigate their choices, navigate successes, failures, what's the lesson learned from everything? How do you consistently get better? Building that internal reflection muscle and also realizing you need to have that intentional space and time to do that analysis, right?
Like how often are you pausing that game to take a look at everything? Or are you just on to the next, to the next, to the next? And then you never really build that skill.
You never really have the time to learn from the experience because you're always just playing catch up. So, part of the coaching process really is slowing things down as much as you can just for a moment, because you'll be amazed of how much you can learn from that free shot. So, yeah, I think it's a really applicable analogy that you're putting there.
Yeah, just a way for me to shoehorn soccer into my daily life. Awesome, man. Well, I think that's a great way to kind of close up in terms of what you're saying there, of how you coach and whatnot.
So, if people want to get in touch with you, or if they want to learn more, if they're like, hey, it actually sounds like that could be something that I would be interested in. Where can people get in touch with you? Tell us a little bit more about that.
Yeah, cool. So, if you're just curious about the coaching process in general, and like what this executive coaching really is, or at least my approach on it, know that it's really a client-centered process where my whole intention is like empowering your success. And that's where I'm utilizing all my skills over the years to be that best listener, to challenge your perceptions, to really get you to pause and think versus me telling you what I think you should or shouldn't be doing, right?
So just know that. But if you want to learn more, I'm pretty active on LinkedIn. So just look me up on LinkedIn.
I'm sure you have my link in the show notes and everything. Message me there. I'm really responsive.
My website is ascendpropathways.com. You can get my email through there. There's a message board through there.
There's plenty of articles, free tools, resources. I spent a lot of time building out a lot of content to help our industry and help those who feel like they just need to get a little bit more clarity and a better strategy of how do I get ahead of all this craziness in the world and how do I really align my intentions with my actions. So I'm happy to chat with anybody.
My whole passion is helping other people. So please reach out to me.
Awesome, man. Well, thanks so much for taking the time. Thanks so much for diving into your background and dealing with my crazy analogies and whatever.
It's been a great conversation. We really appreciated it and definitely look forward to continuing it in the future.
Yeah, no, today was great. We got a little deep and I think we made a lot of really cool analogies. So thank you so much for the time.
It's a pleasure.
