Are you ready to push beyond your boundaries and achieve profound personal and professional transformation? In this episode, executive coach David Shechtman shares his insights and expertise on achieving profound personal and professional transformation through mastering deep change. He works with CEOs, high potential leaders, and successful sales professionals on transforming their lives and achieving peak performance.

David explains that deep change is a transformational process that involves letting go of the past and embracing the future, and it can be disorienting and frightening. He believes that in today's world, deep change is essential for being effective in the economy.

David also discusses the limitations of the popular "why" conversation by Simon Sinek and emphasizes the importance of going deeper to find one's essence. He shares his insights on the importance of challenging self-imposed limitations and taking risks to pursue life-changing goals.

Listen to this episode to gain valuable insights into mastering deep change and embracing your essence with David Shechtman, who has helped transform employees at companies like Slack, Twitter, Coursera, and ADP.

KEY POINTS

∙ David explains that deep change is a transformational process that involves letting go of the past and embracing the future, and it can be disorienting and frightening. He believes that in today's world, deep change is essential for being effective in the workplace.

∙ Sea Captain Coaching works with our clients to help them gain clarity around their vision, mission and values. In David’s coaching practice, he focuses on helping his clients better understand and articulate their “essence.”

∙ One of the core tenets of Phil’s team’s coaching approach is getting clients to embrace a CEO mindset. This includes putting a process in place for accountability. Evolution helps its clients create structure and accountability that executives often lack.

David can be reached at David@evolution.team. His company’s website is www.Evolution.team.

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