by Arvid Buit | Jul 26, 2026 | Blog, Leadership Blog
Nobody in that room is listening to your plan. They are listening for whether you intend to replace what they lost. That is the whole of it. You have prepared a hundred-day plan, and it is probably a good one — market read, cost lines, the three initiatives you would...
by Arvid Buit | Jul 26, 2026 | Blog, Leadership Blog
Nobody sells a company. They sell the apparatus that made them necessary. That is the sentence owners resist hardest, usually some months after the closing, somewhere between the third unnecessary acquisition call and the second advisory role they have already stopped...
by Arvid Buit | Jul 26, 2026 | Blog, Leadership Blog
Authority does not come off at the front door. That is the part almost nobody plans for. Executives prepare for the scrutiny, the board, the succession politics, the loneliness of the seat. They do not prepare for the fact that the role travels home in the body — that...
by Arvid Buit | Jul 26, 2026 | Blog, Leadership Blog
The cruellest thing I see in organisations is not a dismissal. It is a dismissal that takes three years. Somewhere in most established companies there is a senior person everybody has quietly stopped relying on. He was there at the beginning. He carried the firm...
by Arvid Buit | Jul 26, 2026 | Blog, Leadership Blog
The most expensive decisions I see are not made under pressure. They are made by capable people with nothing left worth doing. This runs against everything boards are trained to watch for. Risk committees model stress. Succession plans anticipate collapse. Everyone...
by Arvid Buit | Jul 26, 2026 | Blog, Leadership Blog
A coach who is still necessary after two years has failed. I say that to every board that hires me, usually in the first conversation, and it is not modesty. It is the design specification. The deliverable of this work is not the sessions; it is the handover. The...
