When the CEO Can't Let Go by Sandi Sonnenfeld Every morning, Paul Marsh, the so-year-old Out of contest," he wid under his breath as he chairman, president, and CEO of Coltrane Farm Equipment & Manufacturing, walked the six flights of stairs up to his office. Although the Kansas-based company's headquarten had plenty of elevators, Marsh considered the morning climb to be an instrumental part of his stress-management plan. Periodically, he also indulged in the thought that his daily climb was a physical symbol of just how far his career had come from his first job selling Cal trane products on the road to the top executive post at a corporation that posted Sa billion in annual sales and employed 22,000 people at four divisions in 12 countries around the globe Today the climb was pure stress reduction Tucked under his arm was the morning paper, and on the front page of the business section was an article about Marsh's management style managers who left this company had serious flow," he thought to himself " had to keep a close eye on Runton. We wouldn't have met our gaf habet And Severimson wouldn't com centrate on his own job. Instead of focusing on Europe and Asia, he kept trying to get into Marsh thought about himself. He sighed. Al though he planned to stay on as chairman of thought possible. The board's nominating committee, a four-member group led by Bob Branson, a New York investiment banker, had already met four times Andrews and Hoffman with the help of una search from the