Robert Glazer

Look, I've been the CEO for 10 or 12 years.

So I knew him and he knew the culture and he was doing a lot of this job anyway.

If you're in those meetings and you have the new CEO, they're going to like, is this what you really want?

That's the thing.

As the job kept growing, I was like, I don't want more people.

Are you sure?

So in that transition year, going down from five to three, I would still go to the offsite with the team, but I would come to the dinner and I would

They'll report to you, right?

And at some point I had to look around and be like,

look, not having a team and working on all the new stuff is not really CEO of a 300-person company.

get out of the planning session.

So this is something if people want to do, you really can't be half pregnant on.

That's the stuff that he was good at and the stuff that he liked to do.

And they said to me, am I talking to you as a board member?

But yeah, it's hard.

Am I talking to you as sort of a team member?

And the problem with strivers is they get to a goal and they barely celebrate for five minutes and then start figuring out whatever the next one will be.

And so at some point I had to be like, look, I'm the board member.

So the stuff that I stay involved with outside of my board and exec chair duties is

So Arthur Brooks wrote a great book called From Strength to Strength.