As part of our new initiative: Caring for Business Owners, we speak with one of the people who initiated the idea, our colleague Michel Bergeron , Chief Strategy Officer, who generously agreed to share with us a very painful and personal experience – the suicide of his brother, an entrepreneur.
BDC: Could you tell us about what happened to your brother?
My brother was the 4th child in a family of six, of which I am the youngest. Both of our parents were business owners, so we have been around this entrepreneurial reality all our lives. He was a mechanical engineer, but also an entrepreneur at heart. During a mandate in Europe, he discovered an innovative German technology: energy-efficient wooden curtain walls (in practical terms, these are large-format windows for office buildings or luxury homes). That's where he founded his company and began selling and manufacturing this product.
Given my experience in entrepreneurship, I helped him with his business plan and financial forecasts. Since he was a good salesman, he convinced me and one of our brothers to become shareholders in his company. My brother started the project, but it was never easy. Ultimately, his product was very high-end and the Eastern Canadian market was too small and in its infancy. He needed to invest to raise market awareness and build a large sales team to succeed. After 3 years, the financial results were not there , so my other brother and I suggested that he stop operations.
But my brother had decided that he would succeed in his business dentist database project and decided to invest all his savings in his business. It all became obsessive and began to undermine his mental health. His determination became stubbornness. The month leading up to his suicide was extremely stressful. He suddenly realized that he would not be able to do it alone. Finally, he told me that he was no longer capable and that he was ready to sell, that he no longer had the energy.
Three weeks later, he was hospitalized and attempted suicide in the hospital. Despite this, the next day, the doctor let him go. My brother committed suicide the next day, on Sunday, November 26, 2017. And that's when everything happened.
BDC: You had to take over your brother's company – how did that experience go ?
As I was a shareholder in the company there was no other alternative than me to take care of it. From one day to the next I had to take over the business, the staff, the contracts – remotely. I had to start the process of selling the business. At the same time, I had to deal with the emotional impact of losing my brother. It was and still is a difficult situation for me and my family. Generally speaking, families affected by the sudden loss of a loved one must not only deal with the emotional shock, but also all the administrative consequences of the death. Everything becomes even more complicated when the deceased leaves a business in operation.
BDC: Why do you think our new initiative is so important?
At my brother's funeral, several business owners approached me and said, "I'm not far from where your brother went and I don't know what to do. We need to find a solution."
Many business owners suffer from loneliness. When things are going badly, many hide it. It is not easy to tell your staff and suppliers: "I don't know if I will be able to pay you next week." And you don't tell your customers either. Business owners sometimes even hide it from their spouse so as not to worry them. They have the hard task of finding a solution and it becomes extremely stressful. Anyone who has ever lived with a business owner whose business is not doing well has probably seen the impact it can have and the feeling of helplessness that can be felt.
Just think how many businesses close within two years of their start-up and you can imagine the number of people who are living in extremely stressful situations.
BDC: Is there anything we should be aware of or pay attention to when dealing with our customers?
I would say listen and be aware that business owners who are facing serious challenges have wellness issues. Really ask them how they are doing and how they are managing their stress. If you see signs of distress, have empathy, refer your customers to external resources.
Our colleagues in special accounts and corporate restructuring are already known for being very empathetic. I would also encourage everyone on our team who interacts with our clients to find a way to establish a real relationship of trust. When trust is established, you will realize that the real issues begin to be discussed. The common mistake made by our clients is to hide bad news from their banker for fear that our financing will be recalled. But the opposite should happen. If they talk to us, we can be part of the solution. Often, our clients come to us when it is too late.
This is not about our staff acting as mental health experts, which would be inappropriate. We just want every member of our team to be aware of the dark side of entrepreneurship and to give their best to our clients, for the benefit of everyone. And for every member of the team to be able to listen carefully and empathetically , if there are any signs of danger, and to take steps to make clients aware of resources that can help them.
