What Are Executive Functions–And Why Is It More Important Than Ever That We Develop And Sharpen Those Skills To Ensure Real World Success?, A Founder’s Story with Daniel Koffler

Daniel Koffler is President of New Frontiers, an executive functioning coaching organization. NF provides academic, social, transitional and career supports to clients with a range of abilities and interests, allowing them to maximize their potential and become the most successful, independent, self-advocating members of society they can be. Originally working in his family’s special education business, Daniel founded New Frontiers, in response to a recurring pattern of young people of different abilities transitioning to post-high-school life experiences without being fully prepared. Clients range from elementary-school-aged through seasoned adults looking to push themselves to be the most optimized version of themselves and increase their independence, and overall success. Daniel is a member of the Young Presidents Organization and holds a BS in Business Administration with a concentration in Marketing from George Washington University. Personally, he is happily married with three children, including a set of twins.

Early years in Queens (New York City), formative years in Great Neck (Long Island). Very normal childhood–ran around with my friends, above-average student, dabbled in sports, looked for action/adventure wherever I could find it. Parents were generally very supportive of my diverse interests and took efforts to expose me to all types of people/places/things. Looking back, a lot of that energy informs my perspective (and to a certain extent, activities) today.

I come from entrepreneurial stock! My father started an education business in the 80s and grew it into a substantial brick-and-mortar school management enterprise, with programs all over NYC serving a wide range of individuals/communities. I was raised to clearly understand that there was not a warm seat waiting for me should I choose to stumble through my academic career and land softly. Stumble I did, but as it turned out I ended up working with him (and my brother) for a number of years (FWIW, the seat was so cold it burned!), and learned a ton–both what to do and what NOT to do. This education became the basis of my current adventure, during which I continue to learn what to do and not to do, only this time the stakes are even higher (but so are the rewards).

Establish a culture, and the sooner the better. Every day that goes by with an ill-defined approach is at least a week of additional time that will be spent untangling the mess that comes from running in a direction with no target in mind. One approach to start this exercise is to think about the BEST member of your team (or a team that you admire)—what makes them the best? If you had an organization full of them, imagine what that could do for you!