Stratégie de coach exécutif

Coached a CEO through the hardest decision of his career. He had 72 hours to decide. Here's what happened: The Situation: CEO of $85M manufacturing company. Two acquisition offers on the table: Offer A: - $102M cash (higher price) - Strategic buyer (competitor) - They'd shut down his factory - 280 employees would lose jobs - He'd stay on 12 months (earn-out) Offer B: - $90M cash (lower price) - Private equity firm - Keep factory running - Employees keep jobs - He'd stay on 3 years as CEO The Math: Offer A = $12M more in his pocket. The Problem: His team built this company with him over 18 years. Day 1 - The Call: Him: "This should be easy. Take the higher offer. But I can't sleep." Me: "What's keeping you awake?" Him: "I see their faces. 280 people. Some have been with me 15 years. I'm about to make them unemployed so I can get an extra $12 million." Me: "What does your board say?" Him: "Take Offer A. Maximize shareholder value. That's my fiduciary duty." Me: "What does your gut say?" Him: (long pause) "That I'll regret this for the rest of my life." Day 2 - The Framework: I don't tell clients what to decide. I help them get clear on what they actually value. The Questions I Asked: 1. "Five years from now, when you think about this decision, what will you be proud of?" 2. "If money wasn't a factor, which offer would you take?" 3. "What legacy do you want to leave with this company?" 4. "Can you live with yourself taking $12M extra while 280 families lose their income?" 5. "What would the CEO you want to be do?" His Answers: 1. "I'd be proud that I took care of my people." 2. "Offer B. Without question." 3. "That I built something that lasted. That I cared about people, not just profit." 4. "No. I'd feel sick every time I thought about it." 5. "He'd take less money and do the right thing." Moi : "Sounds like you know your answer." Him: "But $12 million, man. That's generational wealth." Moi : "You're already getting $90 million. How much is enough?" (Silence) Him: "You're right. I don't need $102M. I need to sleep at night." Day 3 - The Decision: He called the private equity firm. Accepted Offer B. $90M. Factory stays open. Team keeps jobs. The Aftermath (18 months later): Called me out of the blue: "Best decision I ever made." Pourquoi : 1. Legacy intact: Company still running, still employing 280+ people 2. Team loyalty: Employees knew he chose them over $12M 3. Purpose preserved: Still CEO, still building, still relevant 4. Sleep restored: No guilt, no regret 5. Wealth sufficient: $90M was more than enough He said: "That $12M would have cost me everything that mattered. You helped me see that." What I Learned Coaching Executives: The hardest decisions aren't about right vs. wrong. They're about values vs. money. Most executives struggle with: - Short-term gain vs. long-term legacy - Fiduciary duty vs. personal values - What the board wants vs. what feels right - Maximizing wealth vs. maximizing meaning My Role as Executive Coach: Not to tell them what to do. But to help them get clear on who they want to be. The Questions That Matter: 1. What will you be proud of in 5 years? 2. What legacy do you want to leave? 3. What would the leader you aspire to be do? 4. Can you live with this decision? The Truth About Executive Decision-Making: The numbers are rarely the hard part. The hard part is choosing between the person you are and the person you want to become. That CEO chose who he wanted to be. Cost him $12M. Worth every penny.