Robert Glazer

are I still run the new employee culture onboarding.

I run leadership training classes.

And I think it's really helpful to start thinking about how you think about

I coach people individually.

I do a lot of stuff that helps build the team, but that doesn't mean I'm not responsible for operational decisions.

success in the present and yourself in the present and how you make those transitions.

Call me when you're ready.

We'll have a glass of wine and we'll discuss that.

No.

So I'm executive chairman.

And when I gave up the CEO role, I moved on to the board.

I've done a lot of things wrong.

I think this is one that I did pretty well, which is I stopped going to the meetings.

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

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

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 get out of the planning session.

A lot of values decisions are going to cost you something.

It may cost you something in the short term.