Robert Glazer

It can be hard to make that decision, but it's almost always the right decision in the long run.

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

I think double clicking on something I said earlier, the biggest problem is that high achievers start getting their satisfaction from chasing something.

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

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

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

Can they keep getting it and they realize, huh, not as satisfying as I thought it would be.

are I still run the new employee culture onboarding.

And I think if you really can connect to your values, you can think a little bit about your work more in terms of instead of it being a destination, how do I pick a climb that I'm super excited about that climb every day?

I run leadership training classes.

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.

If I climbed it for an hour, I call it the third climb or eight hours, it's hard, I'm sweating a little bit and I'm working, but it's got a great view and I'm enjoying it the whole time and I'm not doing it just to get somewhere.

Call me when you're ready.

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

This is the work that I love to do and I want to do and I'm not thinking that the destination is going to provide all of the rewards.

And I think, again, if you're trying to figure out what that is, you really would be able to want to rattle off your values and say, these are the things that I would enjoy.

If I could figure out how to orient my work about fulfilling these things each day, that I would enjoy the climb and I wouldn't have to make it as much about the destination.

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