A week ago, Quebec lost a great man, Michel Nadeau.
It was on September 11, 2005, when the IGOPP (Institute on the Governance of Private and Public Organizations) was launched, that I first met Mr. Nadeau. In front of the media, many big names were present: Yvan Allaire (one of the greatest strategists in the history of Quebec), Stephen Jarilowsky (billionaire philanthropist who financed the IGOPP), Jean-Marie Toulouse (director of HEC ), Claude Lajeunesse (Rector of Concordia) and Michel Nadeau, new CEO of IGOPP. Mr. Nadeau testified to the importance for Quebec of relying on strong governance for its organizations and of counting on 15,000 talented directors to guide them.
At the end of the conference, from the height of the arrogance of my 32 years, I went to see Michel Nadeau, congratulating him, but adding in passing that there were not 15,000 administrators in Quebec, but more than 100,000! He looked at me with his interested smile and asked me what I was basing myself on. I replied: there are 3,000 schools with an average of 10 parent administrators, 1,100 cities with an average of 7-9 elected officials, 400 health establishments with at least 15 administrators, 5,000 NPOs with at least 6-7 administrators, etc. He interrupted me and with a wink and a pat on the shoulder he invited me to meet him the following week. A 15-year relationship will follow …
A mentor and a friend
I got my first mandate at IGOPP. He asked me to map all the administrators in Quebec in all areas. For the next six years, I worked three days a week with IGOPP, working alongside Mr. Nadeau, carrying out hundreds of mandates and training sessions with him. He has repeatedly shown me his love for Quebecers through his actions and his many anecdotes from which I have learned so much.
I would like to share one of them, that of the purchase of Provigo by Loblaws in 1998. Mr. Nadeau, then at the Caisse de dépôt, was in charge of this file. After arduous negotiations, the midnight cut-off hour was fast approaching. At ten minutes to midnight, the parties finally agreed on the price. While the purchaser was about to sand the champagne, Mr. Nadeau took a rabbit out of his hat and called out to the purchaser, telling him that there was still the “Quebec clause” to sign … Despite the fury of the purchaser, Mr. Nadeau succeeded in adding to the transaction that Loblaws assumed the obligation to purchase a minimum of 50% of products from Quebec suppliers for a period of seven years.
For a young man like me, being around Mr. Nadeau and his experiences was an incredible learning experience. He was kind and human, but also demanding. He later became my friend. Between 2011 and 2020, we had lunch together several times a year, we attended many galas together, we founded the Musée de la femme with his wife Lydie, etc. He regularly provided me with business, political and human advice.
One day when I had a major conflict with a partner, he put both hands on my shoulders, looked me straight in the eye with his shining eyes, and said: Donald, this is no use to you. nothing to fight with him, he has more money than you and will make your life hell. It’s a shark. You have your wife, your children, and you are still young, turn the page. I listened to him and founded with him, my father and a few other people the Institute for Trust in Organizations (ICO). One of the best decisions of my life!
Again on Sunday three weeks ago, while he was in palliative care, he gave me about 30 minutes of his precious time. Always positive, he did not complain about his fate or his illness, he took the opportunity to give me some more advice! What a great man! […]
I wish every teenager and every millennial to count on one or more Michel Nadeau. Not only to be successful in business, but to flourish culturally, politically, socially and personally. Ultimately, as Michel Nadeau knew how to do, to contribute to a better society. […]