By: Lisa Patrick
In the world of executive leadership, few figures are as widely respected as Dr. Corrie Block. A globally recognized business strategist, leadership expert, and executive coach, Block has spent over 25 years guiding organizations toward improved performance. His latest book, Chief Executive Coach, is more than just another addition to the leadership genre—it is a thought-provoking critique of the coaching industry and a potential roadmap for executives seeking meaningful transformational guidance.
Breaking the Mold: Why ‘Chief Executive Coach’ Needed to Be Written
For years, executive coaching has often been characterized by a one-size-fits-all approach, frequently relying on open-ended questioning rather than actionable insights. In Chief Executive Coach, Block takes a critical stance against this passive model, suggesting that high-level leaders may require more than just a sounding board—they could benefit from a coach who can challenge their thinking, sharpen their decision-making, and help accelerate their growth.
“The executive coaching industry has significant room for improvement,” Block asserts. “Much of it is built on the non-advisory coaching model, where coaches often rely on endless open-ended questions without consistently providing real strategic value. That’s fine for life coaching—but it may not be sufficient at the highest levels of business.”
Block’s mission is clear: to reimagine executive coaching as a high-performance tool comparable to Olympic coaching. He draws an intriguing analogy between business and elite sports, suggesting that high executives, like world-class athletes, might benefit significantly from expert guidance. Chief Executive Coach serves as both a call to action for the coaching industry and a resource for leaders who aspire to enhance their performance.
A Transformative Insight: The Power of Non-Negotiable Coaching
One of the most thought-provoking takeaways from the book is the idea that executive coaching might be better viewed not as a luxury but as a non-negotiable asset.
“Executives could consider reframing coaching as a performance multiplier,” Block explains. “The highest-performing leaders—CEOs, investors, industry disruptors—often don’t wait until they have a problem to get a coach. They work with one because they seem to understand that leadership at the top involves constant recalibration.”
This shift in perspective could be crucial. Block encourages executives to ask themselves whether they would consider an Olympic athlete truly elite if they lacked a coach. The same logic, he argues, might apply to business. If a leader is serious about reaching higher levels of performance, coaching could be seen as essential rather than optional.
A Career Built on Strategy, Trust, and Execution
Block’s career in business strategy and leadership consulting began not with formal planning but with a natural inclination toward solving complex challenges. As a serial entrepreneur in his 20s, he found himself repeatedly sought after for advice, leading him to a path he had not initially envisioned. His early consulting work with the World Bank and the Council of Europe helped shape his understanding of leadership, strategy, and organizational behavior.
“What really hooked me was curiosity,” Block reflects. “I wanted to know why some organizations and leaders thrived while others, with the same resources, struggled. It wasn’t just intelligence, budget, or even strategy alone—it was often discipline, trust, and purpose.”
This curiosity-driven approach has shaped Block’s work, encouraging him to bridge the gap between leadership potential and execution.
A Pivotal Lesson in Leadership: Trust Over Strategy
Among the defining moments of Block’s career was an engagement with a multinational corporation experiencing a decline in performance. On paper, everything appeared to be in order—solid financials, a strong strategy, and competent executives. Yet, something was missing.
“I sat in the boardroom, watching the leadership team interact,” Block recalls. “They weren’t a team; they were rivals. Meetings were territorial, discussions were defensive, and employees down the chain often felt disengaged.”
It wasn’t a strategy issue—it was a trust issue.
Block took an unconventional approach. He asked each leader to write down their biggest professional failure and share it with the group. The room fell silent. Vulnerability was not a familiar concept in this setting. Yet, as one executive after another opened up about past mistakes, something shifted. The walls of ego and competition began to crumble, replaced by a sense of genuine connection and accountability.
That moment deepened Block’s understanding of leadership coaching. “Great leadership isn’t solely about control or authority—it’s often about trust, vulnerability, and connection. If your leadership team doesn’t trust each other, it’s unlikely any strategy will succeed.”
The Discipline Behind Success: Balancing Work, Studies, and Growth
In addition to his consulting and coaching career, Block has pursued multiple postgraduate degrees, treating academia not as a requirement but as a personal challenge.
“Please don’t be impressed by my academic pursuits—it’s a hobby,” he says with a smile. “I don’t watch football, I don’t collect cars, and I don’t play golf. I collect competencies.”
For those balancing work and education, Block emphasizes the importance of discipline over motivation. “Motivation is often fleeting. Discipline is what sustains progress,” he states. His approach to time management includes:
Time Blocking – Scheduling deep work sessions like board meetings.
Energy Management – Working in high-focus sprints instead of grinding endlessly.
Distraction Elimination – Designing environments that foster concentration.
“The secret? Treat your time as an investment, not an expense. If you can master time, you can likely achieve almost anything.”
A New Standard for Executive Coaching
With Chief Executive Coach, Corrie Block is proposing a new standard for what executive coaching could be. His book is not just a critique of the current industry but a potential blueprint for transformation—both for coaches and the leaders they serve.
For executives serious about maximizing their potential, Chief Executive Coach delivers a compelling perspective: If you’re not working with a high-quality coach, you might not be performing at your optimal—and you may not even realize it.
Published by Mark V.
