By: Devin Wallace

Dr. Corrie Block has built his career on unlocking the highest levels of leadership performance. With decades of experience in business strategy, executive coaching, and organizational behavior, he has worked with some of the world’s top executives. Now, with the release of his latest book, Chief Executive Coach, Block is issuing a wake-up call to the coaching industry—and to leaders who still resist the idea of having a coach.

This book challenges conventional coaching models and redefines what high-performance leadership development should look like. In Chief Executive Coach, Block argues that the traditional executive coaching industry is broken. Too often, coaching is reduced to a non-advisory approach where professionals merely ask open-ended questions instead of providing real strategic value. Block’s perspective is clear: At the highest levels of business, leaders don’t need passive listeners—they need expert advisors who challenge their thinking and sharpen their decision-making skills.

Why Executives Resist Coaching—and Why They Shouldn’t

According to Block, many executives resist coaching for the same reason they need it—ego. There’s a widespread misconception that coaching is remedial, something designed for struggling leaders rather than elite performers. This belief, he argues, prevents many high-level professionals from reaching their full potential.

“The best in the world have coaches, period,” Block asserts. “If you’re running a billion-dollar company, making high-impact decisions daily, and you don’t have a world-class coach in your corner—what makes you think you’re operating at your full potential?”

One of the core messages of Chief Executive Coach is that executive coaching should be viewed the same way Olympic coaching is in athletics. High performers don’t wait until they have a problem to seek guidance. They work with a coach because they understand that peak performance requires constant recalibration.

The Common Pitfalls of Leadership Development

Block identifies a critical mistake many executives make when trying to improve their leadership: They focus on fixing behaviors without addressing the underlying thought processes driving those behaviors.

“Most leadership development programs focus on surface-level tactics—time management, delegation, communication skills,” he explains. “But if the mental models behind those behaviors aren’t optimized, the improvements won’t last.”

In Chief Executive Coach, Block encourages executives to go deeper. Rather than simply improving time management, for example, leaders should ask:

Why am I overloaded in the first place?

What flawed assumptions am I making about my time?

Am I optimizing for productivity or impact?

By reframing leadership challenges at a fundamental level, executives can create sustainable growth rather than temporary fixes.

Business is Personal: The Heart of Leadership

A recurring theme in Block’s work is that business isn’t just about transactions—it’s about people. He emphasizes that leadership is deeply personal because work is an integral part of life. Leaders who try to separate the two often struggle to build trust and inspire engagement.

“Your leadership isn’t just a set of skills—it’s an extension of who you are,” Block writes. “Great leaders understand that leadership is about people, not just performance.”

This philosophy reinforces why leadership is more than just strategy and execution—it’s about authenticity, empathy, and purpose.

Fixing Employee Engagement: A Leadership Priority

One of the most pressing issues organizations face today is employee disengagement. According to Block, many leaders make the mistake of treating engagement as a program rather than a culture. They introduce surface-level perks—like free coffee and casual Fridays—while ignoring the deeper factors that contribute to disengagement, such as lack of purpose, poor communication, and micromanagement.

To drive true engagement, Block outlines three key areas leaders must focus on:

Help employees feel heard – Involve them in decision-making and acknowledge their perspectives.

Help them feel valued – Recognize contributions in ways that are meaningful to them.

Help them feel challenged – Provide opportunities for growth, career development, and purpose-driven work.

“Culture starts at the top,” Block reminds leaders. “If leadership isn’t engaged, employees won’t be either.”

Leading in a Hybrid or Remote World

With the rise of remote and hybrid work, traditional leadership models are being challenged. Block argues that organizations must shift from presence-based management to outcome-based leadership. Instead of focusing on hours logged, leaders need to emphasize trust, clarity, and connection.

To succeed in a remote environment, he recommends:

Setting clear expectations – Employees perform well when they know what success looks like.

Providing autonomy – Trusting employees to manage their work without micromanagement.

Being intentional with communication – Checking in on people, not just projects.

But the biggest challenge? Maintaining human connection. Block suggests that leaders should prioritize transparency, informal interactions, and deep work balance to create a culture of belonging.

Emotional Intelligence: The Hidden Key to Strategic Success

Block also highlights the critical role emotional intelligence (EQ) plays in strategic leadership. While technical skills and strategic vision are essential, he argues that no strategy can succeed if a leader lacks the ability to connect with their team.

Borrowing from Daniel Goleman’s five key areas of EQ, Block emphasizes:

Self-Awareness – Understanding how emotions shape decisions.

Self-Regulation – Controlling reactions instead of being ruled by them.

Motivation – Tying leadership drive to a higher purpose.

Empathy – Recognizing the people behind the data.

Social Skills – Turning leadership into influence rather than just authority.

However, Block takes this concept further by suggesting that EQ isn’t just about understanding emotions—it’s about controlling the emotional climate in a room. “Great leaders don’t just navigate emotions; they set the tone,” he explains. “If you walk into a tense negotiation and radiate calm, people adjust to your frequency. If you enter a strategy session with clarity and conviction, the room follows.”

For leaders looking to develop EQ, Block advises:

Auditing emotional patterns and identifying triggers.

Practicing pausing before responding in high-pressure situations.

Asking, “Who does this decision affect, and how will they feel?”

By mastering emotional intelligence, executives can build high-performing, resilient, and adaptive teams.

Summary: A New Standard for Executive Coaching

Chief Executive Coach is more than just a book on leadership—it’s a manifesto for a new standard of executive coaching. Block challenges both executives and the coaching industry to rethink what real leadership development looks like.

For executives, the message is clear: Coaching isn’t a luxury—it’s a necessity. And for the coaching industry, Block’s work serves as a reminder that asking questions isn’t enough. True executive coaches must provide high-value insights that sharpen decision-making and elevate performance.

Through Chief Executive Coach, Corrie Block is not just redefining executive coaching—he’s redefining what it means to lead at the highest level.

Disclaimer: The insights and perspectives shared in this article are based on the work and expertise of Dr. Corrie Block as presented in Chief Executive Coach. This content is intended for informational purposes only and should not be considered as professional coaching, business, or strategic advice. Leadership development and executive coaching are highly individualized, and readers are encouraged to seek personalized guidance from qualified professionals before implementing any strategies discussed. The views expressed reflect Dr. Block’s approach to executive coaching and may not represent the entirety of industry perspectives.

Published by Drake M.