C-Suite Concerns: Dr. Avra Lyraki (MCC, ICF) & Life Self Coaching On The Top 5 Issues That Keep Executives Up at Night

An Interview With Cynthia Corsetti

Original post on: https://medium.com/authority-magazine/c-suite-concerns-dr-avra-lyraki-of-life-self-coaching-on-the-top-5-issues-that-keep-executives-up-dea1c24c4d18

Thank you so much for joining us in this interview series. Before we dive into our discussion about communication, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

My path into coaching and communication wasn’t a straight line, but that’s what made it interesting. I started my career in leadership roles across Human Resources, Customer Experience, and Marketing Communications. These roles gave me a strong understanding of how organizations work-and more importantly, how people think, feel, and perform at work.

I noticed that many leaders knew what they had to do, but often struggled with how to do it-especially when dealing with emotions, difficult conversations, or people problems. That’s when I knew I wanted to help leaders directly by building their self-awareness and using their personal strengths to handle any challenge with confidence.

This inspired me to found my company, Life Self Coaching, which specializes in C-Suite coaching and mentoring. Since then, I have coached more than 10,000 senior leaders worldwide and collaborated with global companies, NGOs, and 18 U.S. diplomatic posts.

You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

If I reflect on the traits that most shaped my success as a leader, three stand out: curiosity, creativity, and discipline. These qualities influenced not only how I approached my work, but also the direction my career eventually took.

Curiosity played a defining role early in my professional life. Back in the 1990s, I found myself naturally drawn to exploring new topics related to leadership, development, and human potential. At the time, coaching was still relatively unknown in many organizations, but the more I read and learned about it, the more it resonated with me. I spent time studying the concept and speaking with people who were experimenting with coaching approaches in leadership development. Through this exploration, I began to realize that coaching aligned deeply with my values and strengths. That curiosity shaped my professional path and led me to pursue coaching as a core part of my work and leadership philosophy. Over time, this journey led me to become the first Master Certified Coach from the International Coaching Federation in Greece, as well as the first ICF Assessor in the country, contributing to the professional development and standards of coaching in Greece.

Another strength is creativity which became equally important as I started applying these ideas within the organizations I worked in. While serving as a senior HR Learning and Development executive at the largest bank in Greece, I saw an opportunity to introduce coaching in a more structured way. Instead of relying only on traditional leadership training programs, I designed and launched the first internal executive coaching program for senior leaders within the organization. This initiative was quite innovative for its time, and it required rethinking how leadership development could work in a large corporate environment. By integrating coaching into leadership development, I created a more personalized and reflective way for senior leaders to grow, which strengthened the organization’s leadership culture.

The last one is discipline which has been the trait that allowed me to turn ideas and ambitions into completed outcomes. I have always believed strongly in finishing the projects that truly matter, even when the process becomes challenging or demanding. Completing important initiatives gives me a strong sense of closure and accomplishment. That sense of completion is not just satisfying; it also fuels my motivation to move forward toward the next goal. Discipline, for me, is about maintaining focus and commitment until meaningful work is fully realized, and it has been essential in helping me progress from one achievement to the next throughout my career.

These three strengths have consistently guided how I lead, learn, and contribute to this day.

Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I'm curious to understand how these challenges have shaped your leadership.

One of the most difficult leadership decisions I had to make was leaving a successful 20+ years of corporate career to pursue a path that felt more aligned with my purpose. At the time, I was working as a senior HR Learning and Development executive at the largest bank in Greece. I had built a strong reputation, led important initiatives, and created the first internal executive coaching program for senior leaders in the organization. From the outside, everything pointed to continued success and stability. I had influence, responsibility, and the opportunity to keep advancing within the corporate structure.

However, over time I felt a growing pull toward something different. Through my work with leaders and my deeper involvement in coaching, I realized that my real passion was supporting senior executives in a more direct and transformative way. Coaching allowed me to help leaders think more deeply, grow personally, and make better decisions for themselves and their organizations. The more I experienced this work, the clearer it became that I wanted to dedicate myself fully to it.

The difficult part was that both options were good. Staying in my executive role meant security, recognition, and a well-established career path. Leaving meant uncertainty and the challenge of building something from scratch. It required stepping away from a position where I was already successful and respected.

After a great deal of reflection, I decided to follow my vision. I left my executive role and founded my own company, Life Self Coaching, with the goal of supporting C-suite leaders as a trusted advisor, coach and mentor. The early stages were not easy. Building a business requires patience, resilience, and faith in your direction. But the decision allowed me to align my work fully with my purpose and values.

Looking back, that choice shaped my leadership in a meaningful way. It reinforced the importance of authenticity and courage in leadership decisions. Sometimes the hardest choices are not between right and wrong, but between comfort and calling. By choosing the path that felt most meaningful, I learned that leadership is not only about guiding others-it is also about having the courage to lead your own life.

Ok super. Here is the main question of our interview. What do you believe are the top five concerns currently preoccupying the minds of C-suite executives, and why? If you can, please share a story or an example for each.

In my work coaching and mentoring C-suite leaders, I notice that five main concerns seem to occupy their minds more than anything else: figuring out how to deal with constant uncertainty, leading big changes, developing future leaders, staying resilient, and building their visibility and presence as leaders.

One of the biggest challenges is navigating uncertainty. Executives today have to make important decisions in a world that is constantly changing-markets shift, technology evolves, and the global economy can be unpredictable. I remember working with a CEO who was debating whether to expand into a new international market while conditions were very unstable. The data wasn’t clear, and different board members had different opinions. In our conversations, we focused on what really mattered, how much risk he could take, and what aligned with the company’s long-term strategy. At the end of the day, his challenge wasn’t just figuring out the numbers-it was having the confidence to make a decision even when he didn’t have all the answers.

Another major concern is leading big changes. Companies have to evolve constantly, and executives are responsible for guiding their teams through these transformations. I worked with a senior leader whose company was going through a major digital shift. The strategy made sense on paper, but managers were resistant, which slowed progress.

Through coaching, we realized that the problem wasn’t the technology-it was communication. Once he started having open conversations about concerns and expectations, the transition started moving more smoothly. Developing future leaders is also top of mind. Many executives worry that the next generation of managers isn’t ready for bigger roles. I coached a senior leader who felt his team lacked the strategic thinking needed to move up. Instead of relying solely on training programs, he focused on giving those managers real projects along with coaching sessions that would challenge them and allow them to grow. He realized that leadership development isn’t just an HR task-it’s a core responsibility for senior leaders themselves.

Personal resilience is another concern that comes up often. Being a C-suite leader can be isolating-you have to project confidence even when you feel pressure or doubt. I remember coaching a global CEO who had no one to talk to safely about the tough decisions he faced. Our sessions became a place where he could reflect, work through challenges, and regain clarity. Having that support helped him lead more effectively and made the role feel less overwhelming.

Finally, many executives are focused on building their visibility and leadership presence. It’s not enough to make smart decisions-they also need to be seen as credible, confident, and inspiring by their teams, boards, and other stakeholders. I worked with a C-suite executive who was brilliant technically but struggled when speaking to large audiences or the board. Through coaching, we worked on clarifying his message, speaking with more confidence, and connecting better with his audience. As he became more visible and authentic, his influence and impact grew.

In the face of rapid technological advancements and market shifts, do you find that you need to constantly recalibrate your strategies to ensure sustained growth?

Technology and markets are moving so quickly that what worked even a year ago might no longer be effective. Leaders who stick rigidly to one plan risk falling behind, while those who stay flexible can turn change into opportunity.

For example, when I was working with senior executives in financial services, we noticed that digital transformation initiatives were initially focused heavily on systems and tools. But as the market shifted, it became clear that the real challenge was adoption-getting leaders and teams to embrace new ways of working. We had to recalibrate the strategy, shifting the focus from technology rollout to leadership engagement, coaching, and communication. That adjustment not only improved results but also built a culture that could adapt to future changes more smoothly. As a professional, I see recalibration not as a reactive step but as a proactive practice. It means continuously scanning the environment, asking the right questions, and being willing to pivot while keeping the broader vision intact. Sustained growth isn’t about perfectly predicting the future; it’s about staying agile enough to adapt, learn, and refine as circumstances evolve.

With the emergence of AI, blockchain, and other transformative technologies, how do you determine which tech trends are worth investing in?

When deciding which emerging technologies are worth investing in-whether in time or budget-I focus less on hype and more on strategic relevance, real impact, and organizational readiness. It’s not about adopting every new trend; it’s about asking three key questions:

Does this technology solve a real business problem?

Will it create measurable value?

And do we have the people, culture, and processes needed to implement it effectively?

Decision-making requires balancing curiosity with discipline. Curiosity drives the exploration of new possibilities, while discipline ensures those possibilities are evaluated rigorously and aligned with long-term strategy.

With increasing digital threats, how are you prioritizing cybersecurity, and what measures are you taking to protect your organization’s assets?

GDPR is a top priority. We begin by mapping all personal data flows across the company to understand where sensitive information resides and how it’s used.

As a top executive, how do you manage stress and maintain mental well-being? Do you have any personal practices or routines that help you stay centered?

Managing stress and staying mentally well is just as important as making strategic decisions. For me, two practices help me stay grounded. First, I make sure to spend quality time with my family-it’s a space where I can disconnect, recharge, and gain perspective. Second, I take long walks with my dog – a Greek Shepherd-, who I call the “Chief Well-Being Officer” of my company. Those walks give me time to reflect, clear my mind, and return to work with renewed energy and focus.

What habits or practices have been most instrumental in your personal and professional growth?

The answer to this would be: Love of learning, reflection, and disciplined execution. I’ve always been naturally curious, so I make it a point to explore new ideas, whether that’s through reading or connecting with people who think differently from me.

Reflection is another key practice – I regularly take time to review my decisions, successes, and challenges, which helps me learn and adjust my approach.

Finally, discipline has been critical: I commit to completing the projects that matter, even when they’re difficult or time-consuming, because seeing them through not only delivers results but also builds confidence and momentum for the next goal.

The business world is evolving faster than ever. How do you ensure you’re constantly updating your knowledge and staying ahead of the curve?

In my field, staying ahead means constant learning and active engagement. As an ICF and EMCC Assessor, I’m always reviewing the latest standards and best practices in executive coaching, which keeps me sharp and up to date.

Beyond that, as a board member and subject-matter expert in coaching and communication, I regularly engage with research, industry trends, and peer networks to ensure my knowledge reflects the latest thinking. This continuous learning allows me to provide the most relevant guidance to leaders and organizations, and ensures that my own approach evolves alongside the field.

The importance of diversity and inclusion in the workplace has been emphasized more than ever. Do you have any initiatives promoting diversity and inclusion in your organization?

Diversity and inclusion have always been central to my philosophy-not only as a professional, but also as a person.

In my work, I focus on shaping organizational cultures that create environments where all voices are heard and valued, especially at the executive level. For example, when designing leadership programs, I ensure that participants from diverse backgrounds have equal access to coaching, mentoring, and growth opportunities. I also guide leaders on inclusive communication and decision-making, helping them recognize unconscious biases and build teams where everyone feels empowered to contribute. These efforts not only promote fairness but also strengthen organizational performance, as diverse perspectives lead to better decisions and more innovative solutions.

Can you share a piece of feedback or advice you received that significantly altered your leadership approach or philosophy?

One piece of feedback that truly shaped my leadership approach was when someone told me, “Not my circus, not my monkeys.” At first, it made me smile, but it also carried a deeper lesson: as a professional, I can’t-and shouldn’t-try to control everything. My role is to focus on what truly matters and allow others to take responsibility for their own areas. This advice taught me the importance of setting boundaries, prioritizing effectively, and trusting others-principles that have helped me lead more strategically and avoid spending time on irrelevant matters.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂

If I could start a movement, it would be about positive authenticity in communication. In my talks, I always stress the importance of simplicity, especially for top leaders. Many C-suite executives struggle because they feel they need to put on a mask or be someone they’re not. That creates barriers in how they connect, influence, and lead.

The movement would remind people to be the best version of themselves, not just themselves. “Just be yourself” isn’t always enough-especially if someone is stuck in habits or behaviors that limit their true potential. Authenticity, in my view, is about aligning who you truly are with how you lead and communicate so you can build trust, connect deeply, and influence others.

At Life Self Coaching, our motto is “Be the Best of Yourself.” I always add a second principle: “If you can’t communicate your value, you will be managed by someone who can.” Together, these ideas emphasize that authentic leadership isn’t just about being genuine-it’s about being visible, impactful, and intentional in the way you show up. When people lead from that place, they create influence that is both meaningful and lasting.

How can our readers further follow your work online?

www.lifeselfcoaching.com
info@lifeselfcoaching.com
LinkedIn: Avra Lyraki

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

Thank you for having me. One last thing-if your readers would like a glimpse of what C-suite executives are bringing into coaching conversations, I’ve put together a guide of 120 real topics executives are actually working through-the conversations that happen behind closed doors, not in board meetings or performance reviews.

If you’re an executive or coach this guide is a way to see that you’re not alone, gain perspective, and normalize the fact that even the most successful leaders need space to reflect, realign, and grow.

You can check it out at www.lifeselfcoaching.com