Accelerating C-Level Impact | Ran a 9-figure business | Executive Coach

What if leadership was your best lever for accelerating your important projects? 
 
You're talented, successful, and have high ambitions for your teams and yourself...
 
Your challenges are getting bigger and bigger. 
 
And you know that what got you here won't get you there. 

 
In theory, we all understand what good leadership looks like. 

→Seek first to understand, then to be understood. (Habit #5 in Mr Covey's famous book )
→Build a climate of trust.
→Avoid trying to win all the time...

But (let's face it), changing leadership behavior is hard.

Especially in the heat of the moment...

When you're juggling different appointments, preparing an important presentation, reviewing figures that aren't as good as expected...

Executing what we know in leadership theory seems impossible.

❇️How can I help? 

I work with you to identify a behavior affecting the team and replace it with one motivating the team. 

❇️What's going to happen? 

→ You continue to win and build with confidence your future success.
→ Positive energy increase in the team
→ Confidence rises

And your nights are better. :)

❇️How can I say that? 

Our coaching process is proven, measurable, used worldwide with over 11,000 leaders, and has a 95% success rate.

I didn't invent it (I wish I had 😀)

It was designed by Marshall Goldsmith, the world's #1 rated executive coach, who trained me. 

Over the past 30 years, this method has delivered exceptional results, earning the trust of more than 150 Fortune 500 companies, including Ford, IBM, Johnson and Johnson, Microsoft, Toyota, 3M, Apple, AT&T, Hermann Miller, KPMG, Intel, and many others.

❇️How is it different from other forms of coaching? 

→ Coaching happens in your job. It doesn't take much of your time. (As a former C-Level executive, I know how important it is to you.)
→ You only pay me if you succeed (I'm serious)
→ Success is not defined by me but by your stakeholders. (You choose them)

❇️Want to know more? 

→DM me here on Linkedin. 
→Email me at Dror@optionstogrow.com
→Visit my website https://optionstogrow.com/11-executive-coaching/

Let's embark on this transformative journey, unlocking your leadership's and team's true potential.

Dror

Dror Allouche

My 15-year-old son gave me a brutal lesson on communication.

He called me because he needed money. I expected 5 minutes of fake "small talk" before the ask. He gave me 5 seconds of radical honesty.

He said:

 "Dad, I will be honest. I am not calling to say hi. Mom is not here, I am going to the movies, can you transfer me some cash?"

I didn't get angry. I congratulated him. 
He respected my intelligence. He respected my time.

We are taught to wrap hard messages in nice words. We think we are being polite. Actually, we are just being confusing.

When you talk for 5 minutes before asking for a favor, the other person is not listening. They are just waiting for the "But."

Trust goes down. Impatience goes up.

Great leaders don’t make you guess. They make you understand.

Here is how to be direct without being rude 👇

1. Stop mixing good and bad news 
Don't hide a critique inside two fake compliments. It’s confusing. People don't know what to believe.

2. Say the important part first 
Start with the request. Or start with the decision. Give the context after. Clarity first. Explanation second.

3. Respect the "No" 
Direct leaders accept direct answers. They don’t try to negotiate everything. 
A clear "No" is better than a polite "Maybe."

4. Use simple words 
If you need help, say "I need help." 
If you made a mistake, say "I made a mistake." 
You don't need fancy words to tell the truth.

5. Trust people 
Hiding the truth assumes the other person is weak. 
Being direct assumes they are strong enough to handle reality.

Clear is kind. Unclear is not.

Next time you have a hard message, stop wrapping it in nice words.

Just say it.

Your stakeholders don't need to be protected. 
They need to know the truth.

♻️ Repost if you prefer honest answers. 
➕ Follow Dror Allouche for simple leadership.
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The secret to a happy life is to think about death.
This 2,000-year-old mindset will change everything for you.

Let's be honest.
Reading about Stoicism is easy. It makes you feel smart.

But practicing it when the world is screaming at you?
That's a different game.

We don't have a problem with understanding. 
We have a problem with practice. 

The book "A Guide To The Good Life" isn't about theory.
It’s a practical playbook for building mental quiet.

Here are 6 of its most powerful ideas.
(And how to apply them in the carousel).

1️⃣Tranquility is the Goal
↳ Cultivates mental calm even during life's ups and downs.

2️⃣ Don't just read it. Live it.
↳ Stoicism is a daily practice, not just an understanding.

3️⃣Negative Visualization
↳ Consider the worst to value what you have.

4️⃣Life's short. Make it count
↳ Life is unpredictable; treat each day as a gift.

5️⃣ Focus on your circle of influence
↳ Control your joy by focusing on what you can change.

6️⃣ Voluntary Discomfort
↳  Embrace discomfort to better appreciate life.

Your external world is a battlefield you can't always control.
Your internal world is a fortress you can always command.

Build it. 
Defend it.

♻️ Repost this to help your network live a better life. 
🔔 And follow Dror Allouche for more.

The world isn’t getting quieter. Your mind has to

You're sabotaging your career 23 times a day.
With just one word.
And you don't even notice it.

"But" is a communication killer.

We use it constantly, even when we know it's hurting us.

9 ways "but" can destroy your communication:
(And how to do it differently)

1. Negates the positive
❌"You did a great job on that presentation, BUT..."
👌"I appreciate your hard work on this project, AND I'm excited to see how we can build on this success."

2. Reduces trust
❌"I trust your judgment, BUT..."
👌"I trust your judgment, AND I value your input on this decision."

3. Undermines collaboration
❌"I understand your point, BUT..."
👌"I understand your point, AND I think we can find a solution that works for both of us."

4. Creates tension
❌"I appreciate your efforts, BUT this isn't what I expected."
👌"I appreciate your efforts, AND I'm wondering if we could explore some alternative approaches."

5. Creates defensiveness
❌"I see your perspective, BUT..."
👌"I see your perspective, AND I'm curious to hear more about your thoughts."

6. Hinders problem-solving
❌"That's a good idea, BUT it won't work."
👌"That's a good idea, AND let's see how we can adapt it to fit our needs."

7. Limits your influence
❌"This is a great opportunity, BUT..."
👌"This is a great opportunity, AND I'm confident we can achieve success together."

8. Shuts down communication
❌"I hear what you're saying, BUT..."
👌"I hear what you're saying, AND I want to understand your perspective better."

9. Reduces empathy
❌"I know you're feeling frustrated, BUT..."
👌"I know you're feeling frustrated, AND I want to find a way to support you."

Here's a 2-minute formula for change.

Intention + Practice + Self-Evaluation = Less BUT

Intention:
↳ Start your day with a clear goal. 
↳ Where can I apply this behavior today? 

Self-Evaluation:
↳ End your day by rating yourself from 0 to 10. 
↳ Did I do my best today to replace BUT by AND? 

Try this for 30 days and see the change.

Remember:
Leadership is practiced.
Every. Single. Day.

♻️ Repost to help others improve their communication skills
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3 letters that destroy your communication

Your career isn't only defined by your performance reviews or quarterly wins.

It's defined by how you show up in the moments nobody's tracking.

The moments that actually matter:

1️⃣ When Your Colleague Makes a Mistake
↳ Do you point it out publicly or help fix it quietly?
↳ Your character shows when others are vulnerable.

2️⃣ When Someone's Idea Gets Dismissed
↳ Do you pile on or circle back with "I think you were onto something"?
↳ People remember who validated them when others didn't.

3️⃣ When the New Person Asks Basic Questions
↳ Do you roll your eyes or take 2 minutes to actually help?
↳ Everyone was new once. Not everyone remembers how it felt.

4️⃣ When You Mess Up
↳ Do you deflect blame or own it immediately?
↳ How you handle failure determines if people trust you with success.

5️⃣ When Credit Gets Passed Around
↳ Do you grab yours first or make sure others get theirs?
↳ Generosity builds faster than hoarding ever could.

6️⃣ When Everyone's Complaining About the Impossible Project
↳ Do you join the chorus or ask "what's one thing we can control?"
↳ Solution-seekers rise while problem-pointers stay stuck.

7️⃣ When Someone's Having a Rough Day
↳ Do you pretend not to notice or check in with "You doing okay?"
↳ Small moments of care create lasting bonds.

Your reputation isn't built in big moments. It's built in the moments nobody's watching.

Show up in the small moments. Everything else follows.

🔄 Repost if someone in your network needs this reminder.
🔔 Follow Dror Allouche for more practical career insights.
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Your boss isn't watching how often you're right. They're watching how you respond when you're wrong.

C-Suite leaders get corrected in meetings just like everyone else. 

The difference? They don't spend 5 minutes defending it.

Most rising leaders defend. Executive leaders redirect to learning.

Here are 5 responses that signal C-Suite readiness:

1️⃣ The Instant Acknowledgment
↳ Don't pause to calculate reputational damage
↳ "You're right. I missed that."
👉 Speed of acknowledgment = confidence

2️⃣ The Curiosity Pivot
↳ Shift from defending to understanding
↳ "Walk me through your thinking on this."
👉 Questions reveal strength

3️⃣ The Forward Integration
↳ Don't just accept. Build on it immediately.
↳ "If that's true, then we should also consider..."
👉 You're moving the room forward

4️⃣ The Credit Redirect
↳ Elevate the person who corrected you
↳ "That's a sharp catch. Thank you."
👉 Secure leaders amplify others

5️⃣ The Post-Meeting Debrief
↳ Revisit the correction with your team
↳ "Here's what I learned in that meeting..."
👉 Model learning for those watching you

Being wrong in a meeting isn't the risk. Getting defensive about it is.

The executives who rise fastest aren't right most often. They learn fastest when they're wrong.

Save this for the next time someone corrects you in a meeting.

♻️ Repost to help your network lead with confidence
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Your manager title doesn't make you a leader. How you act when no one's watching does.

Most people think leadership is about having people report to you.

I see it differently. 

Real leadership happens in small moments every day. And anyone can choose it.

1️⃣ Speaking Up When It's Uncomfortable
↳ The meeting where everyone knows the plan won't work
❌ Staying quiet because you're "just" an analyst
✅ "I see a potential issue we should discuss"
👉 Someone has to say what everyone's thinking.

2️⃣ Helping When Nobody Asked
↳ Your colleague looks overwhelmed before the big presentation
❌ "Not my problem"
✅ Walking over: "Want me to help you practice?"
👉 Leaders show up without being invited.

3️⃣ Taking Responsibility That's Not Yours
↳ Team project goes sideways and your manager's getting heat
❌ "I only did my part"
✅ "I should have caught this earlier. Let me fix it."
👉 Real leaders absorb pressure, they don't pass it down.

4️⃣ Giving Credit When It's Yours
↳ Boss asks who solved the client issue
❌ "I handled that whole situation"
✅ "Mike's suggestion made all the difference"
👉 Making others look good never makes you look bad.

5️⃣ Defending Someone Who Can't
↳ Coworker gets criticized in the group chat
❌ Staying out of it
✅ "That's not the person I know. Let's talk to them directly."
👉 Character shows when people can't defend themselves.

6️⃣ Choosing Hard Over Easy
↳ Deadline's coming and the work is messy
❌ "Good enough, ship it"
✅ "This doesn't meet our standard. Let's fix it."
👉 Leaders care about the result, not just finishing.

The person next to you with no title who makes these choices? They're already leading you.

♻️ Share this with someone who leads without a title.
🔔 Follow Dror Allouche for more practical leadership insights.
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Your success is your enemy.

(7 ways it is sabotaging your leadership)

Marshall Goldsmith calls it "Winning too much." It is the #1 saboteur of high achievers.

Our natural reaction? "I don't do that."

The truth: You probably do it every day without realizing it.

The desire to "win" every interaction is insidious. It slips into meetings, emails, and feedback sessions.

The cost? It creates conflict. It kills creativity. It exhausts your team.

Here are 7 ways to recognize (and stop) the "Winning" trap:

1. Adding Too Much Value 
↳ The urge to improve others' ideas, even when they are good. 
❌ Interrupting with "better" suggestions. 
✅ "That's a solid idea. Let's run with it."

2. Not Listening 
↳ Being so focused on winning that you stop hearing. 
❌ Formulating your response while they are still talking. 
✅ "So, if I understand you correctly, you're saying..."

3. Arguments and Debates 
↳ The need to "win" every argument, even on minor points. 
❌ Focusing on being right, not the goal. 
✅ "That's an interesting point. Let's explore it."

4. Neglecting Relationships 
↳ Treating people like transactions. 
❌ Prioritizing tasks over connection. 
✅ "How are you doing today?"

5. Being Defensive 
↳ Protecting your ego instead of growing. 
❌ Making excuses when given feedback. 
✅ "I appreciate you bringing this to my attention."

6. Dominating Conversations 
↳ The need to be the loudest voice. 
❌ Long pauses because others have given up trying to speak. 
✅ "I'm curious to hear other perspectives on this."

7. Making Everything a Competition 
↳ Turning collaboration into a contest. 
❌ Keeping score of who did what. 
✅ "How can we work together to solve this?"

We do this because we want to prove our worth. 
But real worth isn't about being right. It's about being effective.

All you need is a moment of clarity. 
Pause. Put the whistle down. Let the team play.

♻️ Repost to help others stop sabotaging their leadership. 
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I tell leaders to pause and reflect before big moves. But there's a difference between strategic thinking and decision paralysis. One builds your career. The other kills it.

His director needed a quick call: "Can I approve this tool for the team?"

He answered, "Let me review the budget and get back to you."

Three weeks later, his competitor launched with that exact tool.

The opportunity didn't wait for analysis.

Waiting for certainty isn't diligence. It's a career killer.

C-Suite leaders don't wait for 100% of the information. They decide with 60% and course-correct fast.

Here's their playbook:

1️⃣ The Reversibility Test
↳ Ask: "Can I undo this in 30 days?"
↳ If yes, decide now.
↳ If no, set a deadline and decide by then.

2️⃣ The Regret Filter
↳ "Will I regret inaction more than a wrong move?"
↳ High performers fear the wrong thing.
↳ Inaction kills more careers than bad decisions.

3️⃣ The Ownership Question
↳ "Who owns this vs. who just needs a heads up?"
↳ Don't confuse consensus with collaboration.
↳ Clear ownership creates speed.

4️⃣ The Confidence Calibration
↳ Name your certainty out loud: "I'm 65% confident."
↳ Set your Trigger points:: "If X happens, we pivot."
↳ Transparency builds trust, not weakness.

5️⃣ The Action Bias
↳ Default to "yes, and we'll adjust."
↳ Not "let me think about it."
↳ Fast feedback beats slow analysis.

6️⃣ The Decision Clock
↳ Set your time limit before analyzing.
↳ "I'll decide by 5pm today."
↳ Constraints force clarity.

7️⃣ The Second-Order Question
↳ Don't just ask "What happens if I do this?"
↳ Ask "What happens after that?"
↳ Think two moves ahead, not twenty.

Reflection has its place. But the C-Suite rewards leaders who know when to think deeply and when to decide fast.

Save this for the next time you're tempted to say "Let me get back to you."

♻️ Repost to help your network decide faster.
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Persistence is often a trap in disguise. It keeps you banging your head against the same wall.

We are taught that "winners never quit." So when a project fails, we push harder. We work longer hours. We explain the same thing, just louder.

This is stubbornness. And it leads to burnout.

I recently listened to John Danaher, the world-famous Jiu-Jitsu coach. He shared the secret of his champions.

He calls it "Persistence of Thinking."

It’s subtle, but the difference changes everything:

Persistence: Trying the same key in a locked door, hoping it eventually opens.

Persistence of Thinking: Knowing there is a way in, and looking for a window.

The best leaders don’t just work harder. They think differently until they unlock the path.

Here is how to switch from stubbornness to agility in 4 steps:

1️⃣ Relentless Simplicity
Adding details confuses your team. Do the opposite. 
🛠️ Cut 50% of your words. Then cut again. If you can’t say it in one sentence, you don’t understand it yet.

2️⃣ From Answers to Questions 
Advice is fragile. Questions are resilient. 
🛠️ When a problem lands on your desk, don’t fix it. Ask: "What is the assumption stopping us from solving this?"

3️⃣ Audience-Centric Persuasion 
Stop selling the "features" of your plan. 
🛠️ Flip the script. Replace every "We will do X" with "You will get Y." Sell the destination, not the plane ride.

4️⃣ Courageous Honesty 
We "sugar-coat" truth to be nice. It creates ambiguity. 
🛠️Be direct about the issue. Be kind to the person. Directness clears the fog.

Most leaders get stuck in the effort. You can choose to find the open window.

♻️ Repost to help your network work smarter, not harder. 
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Don’t confuse your habits with your character.

One is a prison. The other is a choice.

And that’s the mistake most leaders make. 
They believe the "software" is fixed.

It isn’t.

It’s just comfortable.

The moment you accept the idea that you can’t change, you stop growing. You start aging.

And that’s how leadership dies.

I’ve seen the opposite happen. And it’s powerful.

I’ve seen "stubborn" leaders become world-class listeners. 
I’ve seen "micromanagers" learn to let go.

It’s not about age. 
It’s about discipline.

Here is how real change happens when you commit to it 👇

1. When you turn a vague wish into a binary question
Instead of saying "I want to listen better," you ask yourself every night: "Did I do my best to listen today?" Judgment stops. Measurement begins.

2. When you inject intention before action 
Instead of reacting to your agenda, you scan it in the morning: "Which meeting will be my practice ground today?" Every interaction becomes a rep.

3. When you ask "How" instead of "Why" 
Instead of defending your errors, you ask your stakeholders: "Give me 2 suggestions to help me improve next month." Critics turn into coaches.

4. When you measure progress through others, not yourself 
You stop scoring yourself. You let your environment score you. Perception becomes reality.

Change doesn’t require genius. It requires courage.

If you want more impact, more connection, and a better version of yourself in 2026, stop looking for excuses.

Take 15 minutes. 
Set the intention. 
Ask for feedback. 
Then repeat.

That’s how you change. And that’s how you last.

♻ Repost for those who think it's too late to change. 
➕ Follow Dror Allouche for practical leadership.
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ISEN Yncréa Méditerranée

Secretaire général ISEN Yncréa Méditerranée

Executive Business Consultant

Quadient

Chief Operating Officer International Operations

I am part of the executive committee of Neopost. I am both leading Neopost Group HR (Responsible for providing the strategic direction, tactical planning and operational oversight for all Human Resource departments/functions (including performance management, employee relations, comp & ben, legal compliance, talent management, executive recruitment, Board committees participation, …) and Neopost Group transformation (organizational development, change management, executive evaluation and coaching, skill mapping, cost reduction, values and KPIs alignment, …).
My key accomplishments are: reorganization of Neopost executive committee, creation and management of a talent acquisition and retention strategy, definition and implementation of a new set of corporate values.

Chief People Officer & Transformation leader

I was part of the extended executive committee of Neopost. I was leading a perimeter of 200M€ of revenue, 48M€ of EBIT and 1500 people spread over 11 subsidiaries (EMEA, APAC and South America). I was in charge all the traditional businesses responsibilities (P&L management, Sales & marketing, service, M&A integrations, strategic partnership, etc…).
My key accomplishments are: creation of our APAC activities with the set-up of our rep office in Singapour, clustering of BENELUX, finalization of several acquisitions (Sweden, Switzerland, Luxembourg, Italy, Ireland and Australia), sustainable revenue growth (2013 : +27%, 2012 : +29,6%, 2011 : +21.8%, 2010 : +8,3%, 2009 : +3,5%, 2008 : +17,2%)

Chief Operating Officer for Emerging countries

Altran

I was reporting to the CEO of Altran, in charge of the cost reduction and restructuration program.
My key accomplishments are: -3% of overhead (-45M€) in one year.

Chief performance officer

I was the Group HR director for Altran France (8000 people). I was leading a team of 50 HR business partners and experts spread over 10 different French cities.  My main missions were: recruitments and school relations (2200 recruitments per year), social relations (CE, DP, CHSCT, signature of L132.8 agreement, creation of “délégués syndicat de groupe”), payroll, training (management of the “Institut de Formation d’Altran”).
My key accomplishments are: I led the fusion of 26 subsidiaries into a unique one (Altran Technologies) by end of 2006 with the implementation of a social plan.

Vice President Human Resources for France

I was managing director of ALTIOR, a subsidiary of Goup ALTRAN. 
ALTIOR was a French consulting and IT company of 60M€, 650 people, 30 sales rep, 5 offices in France, more than 100 key customers mainly in banking, insurance and telecom. I was in charge of managing the P&L, the customer relationship (Key account manager strategy, yearly negotiation, sales strategy, TMA), Marketing (products and offers definition), Social and Legal, HR (recruitment, management, retention, training).

In parallel (between 2003 and 2005), I was part of the French executive committee of ALTRAN and promoted as head of perimeter. As such I was in charge of several French subsidiaries specialized in I/T : MAP, TMIS, NESS consulting et DP consulting

Managing director of ALTIOR & Head of Perimeter

Project Executive for the TIVOLI’s SMB customers of EMEA Strategic Outsourcing.
Pre-sales support for TIVOLI’s customers of EMEA Strategic Outsourcing deals.
Manager of the EMEA Distributed Technical Center (IBM Global Services – Strategic Outsourcing). In charge of the French TIVOLI infrastructure and TIVOLI expertise center of La Gaude. Team of 250 persons based in Europe (France, UK, Spain, Benelux, Germany). Budget of 32M$.

Outsourcing Pre-Sales and Project Executive

In charge of a team of 18 engineers (of which 3 in Brazil and 5 in USA) responsible for the development and support of a Network management application. Budget of 2.3M$. Assignment of 18 months in RTP Raleigh, North Carolina, USA.

Software Development Manager

C++ Developer in France (IBM R&D of La Gaude) and USA (Raleigh, North Carolina)

Software Developer

I have been working for IBM (IT), ALTRAN (Services) and QUADIENT (Industry/digital) in different environments including technology, innovation, project and people management. This has involved roles such as CEO of various subsidiaries, leader of larger perimeters, direct and indirect businesses, HR, transformation and cost cutting. 
All these different experiences have made me a “generalist” leader, capable to work in different kind of environments. 
All my experiences have one thing in common : “people”. I am deeply convinced that people are the cornerstone of any success. When you invest in people, you invest in the future. All my achievements and successes have always been linked to people, their development and their motivation. 
I am very well-organized, structured, fast and efficient, very adaptable and creative. As a hard worker, I can pilot several projects at the same time and make a difference when it comes to transforming a structure or delivering results.
To make a long story short, I am a highly motivated business leader, capable of getting involved in any kind of project, mission or job that is challenging enough to keep me awake at night and enable me to have fun.
I have also published a trilogy of three inspirational books.

taplio

The Battle

Dror Allouche

Gil Wozelka

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