WEBVTT - BTO's Bachman on Career and Guitar Auction

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<v Speaker 1>Bloomberg Audio Studios, podcasts, radio news. You're listening to Bloomberg

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<v Speaker 1>Business Week with Carol Messer and Tim Steneveek on Bloomberg Radio.

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<v Speaker 2>All right, Over two hundred of his guitars are being

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<v Speaker 2>auctioned off from his five decades and playing them with

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<v Speaker 2>iconic bands on iconic songs. It's all happening at the

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<v Speaker 2>Julian's Auctions Music Icon Sale happening at the Hard Rock

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<v Speaker 2>Cafe in New York City next week. He is an icon.

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<v Speaker 2>You just heard the music as a founding member of

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<v Speaker 2>Bachman Turner Overdrive BTO and the guests who I've got

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<v Speaker 2>to say, my brother George, I was texting earlier. He

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<v Speaker 2>would be go crazy. I grew up with six siblings

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<v Speaker 2>and so there's always music on the house, including Bachman

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<v Speaker 2>Turner Overdrive with us is Randy Bachman. He's doing us

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<v Speaker 2>here in our Bloomberg Interreactive Burger Studio. Truly truly grew

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<v Speaker 2>up with it. Love it.

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<v Speaker 3>How are you good? And I'm happy?

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<v Speaker 2>Oh? Happy is a good thing?

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<v Speaker 3>You happy to be here? We couldn't go any for

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<v Speaker 3>three years.

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<v Speaker 4>I'm happy to get out of us, not mean to

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<v Speaker 4>go to the grocery store.

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<v Speaker 3>Amen.

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<v Speaker 2>Amen, we all assume that being in, you know, kind

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<v Speaker 2>of walking around your shoes, having lived your life, the

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<v Speaker 2>bands you've been in, the iconic songs that still resonate

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<v Speaker 2>with so many of us today, that you've lived a

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<v Speaker 2>pretty amazing life and are still living it. Is that fair?

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<v Speaker 4>Well, there's two there's a flip side to the coin, okay,

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<v Speaker 4>And I have to tell you this happens with a

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<v Speaker 4>lot of us when the gig is done and the

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<v Speaker 4>thousands of screaming, Yeah, you're in a car with a

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<v Speaker 4>bunch of guys where you've been on the road for

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<v Speaker 4>two months and you don't really like each other anymore,

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<v Speaker 4>and everyone else is going home with their loved one

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<v Speaker 4>to a snuggly home bed and the kids with a

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<v Speaker 4>babysitter and the fireplace burning, and you're all alone on

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<v Speaker 4>the damn road for thirty sixty ninety days. And it's

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<v Speaker 4>that's the flip side. The other side is wonderful. It's

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<v Speaker 4>your teenage dream. You want to believe like Jimmy Hendricks

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<v Speaker 4>or the Beatles, er Lady Gag or whatever you want

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<v Speaker 4>to be. You go and be that because you have

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<v Speaker 4>this little talent that you've been given as a kid,

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<v Speaker 4>and it's really amazing when you get to do what

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<v Speaker 4>you want and make a living at it, that's the good.

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<v Speaker 3>Side of it, and be really successful. As what the

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<v Speaker 3>travelers killer.

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<v Speaker 5>What was the point for you that it sort of

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<v Speaker 5>shifted from living out that teenage dream to feeling like, Okay,

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<v Speaker 5>I want to be home.

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<v Speaker 3>It happens every tour. It happens to David.

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<v Speaker 5>But did it happen earlier teenage dream?

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<v Speaker 3>Now I'm here on this great thing. I'm plugging my

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<v Speaker 3>guitar sale.

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<v Speaker 5>But look to be fair, you know, Carol asked where

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<v Speaker 5>your home base is and you said an airplane. You're

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<v Speaker 5>traveling a ton still, yeah, yeah, all right, yeah, it wasn't.

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<v Speaker 4>You get home, you get anxious to go in the room,

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<v Speaker 4>and you get on the road, you get anxious to

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<v Speaker 4>go home. If you ask an actor do you like

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<v Speaker 4>movies or stage? They say yes, You're like one or

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<v Speaker 4>the other each time, and you've got to do kind

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<v Speaker 4>of both to be fully rounded. You can't make a

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<v Speaker 4>living in this business and can't be an athlete and

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<v Speaker 4>play a home game every all the time.

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<v Speaker 3>You got to go away.

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<v Speaker 4>So all these glamorous gig you guys are getting hundred

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<v Speaker 4>millions of dollars to play baseball. There's a downside, but yeah,

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<v Speaker 4>the episode's big.

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<v Speaker 2>Now we feel that sometimes, right. We love travel, we

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<v Speaker 2>love our jobs, but you know, it's nice to be

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<v Speaker 2>home and we love that. We're gonna talk about the

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<v Speaker 2>auction in the moment, but I want to ask you.

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<v Speaker 2>In researching, we came across that Elvis Presley's motto taking

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<v Speaker 2>care of Business was inspired by your band song Have

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<v Speaker 2>you heard this?

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<v Speaker 3>Yes?

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<v Speaker 4>I was a big fan of Elvis. I played classical

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<v Speaker 4>violin from the age of five to fourteen, and I

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<v Speaker 4>got tired of playing classical music audition for the Winnipeg

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<v Speaker 4>School Junior Symphony and flunked.

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<v Speaker 3>Quit playing, went home.

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<v Speaker 4>That's it playing. I'm never playing the violin again. The

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<v Speaker 4>next day I saw Elvis on television and said, what

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<v Speaker 4>is that. Oh, it's called rock and roll. That's called

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<v Speaker 4>the guitar, and that's called Elvis. All you play on

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<v Speaker 4>violin is melody. You're playing the guitar line. So my

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<v Speaker 4>cousins had a guitar. I got their guitar. I could

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<v Speaker 4>play everything because I was playing violin by ear, even

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<v Speaker 4>the classical music. My teacher played first Tchaikovski or Chopin,

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<v Speaker 4>and I would play it. So I start playing lead

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<v Speaker 4>guitar boom, and then I'm in the guests who and

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<v Speaker 4>then here I am. Because of Elvis. A few years ago,

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<v Speaker 4>after he passed away, Priscilla was doing an HBO special

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<v Speaker 4>in Graceland.

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<v Speaker 3>She said, oh yeah.

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<v Speaker 4>We were driving to the LA airport to fly back

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<v Speaker 4>to Memphis, and Elvis heard a song on the radio

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<v Speaker 4>by a Canadian band, taking Care of Business. He went, Boom,

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<v Speaker 4>I want that TCB lightning bolt right away, but a

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<v Speaker 4>big butter boom, and that became his model for his band.

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<v Speaker 4>It's on his tombstone. Nobody else can use that. I

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<v Speaker 4>wrote the song I can use taking care of Business.

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<v Speaker 4>He can use it.

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<v Speaker 2>And that's pretty cool.

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<v Speaker 4>I have a buddy. He was waiting somewhere for me

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<v Speaker 4>to show up. Incredible, Well dude singing taking care of

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<v Speaker 4>business together?

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<v Speaker 5>Okay, not too soon.

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<v Speaker 2>That's pretty cool.

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<v Speaker 5>The auction is something we want.

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<v Speaker 3>To talk about.

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<v Speaker 5>Two hundred guitars, stove of a couple hundred, That's that's

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<v Speaker 5>what I want.

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<v Speaker 3>How many pairs of shoes do you have in your closet?

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<v Speaker 3>You don't know, I don't know how many guitars I have.

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<v Speaker 2>I don't even tell my husband. No, it's interesting. My

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<v Speaker 2>husband also plays guitar, not you know, but a lot

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<v Speaker 2>of fun. But it's like you can never have enough guitars, right,

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<v Speaker 2>what is that?

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<v Speaker 3>How many shoes do you have? All?

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<v Speaker 4>Right?

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<v Speaker 3>You know what it's done.

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<v Speaker 2>You don't even have to justify. So why are you

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<v Speaker 2>selling even some of them?

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<v Speaker 3>I had four?

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<v Speaker 4>When you travel, I wanted to be like Chuck Berry

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<v Speaker 4>or a lot of these other guys. You have a

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<v Speaker 4>home in London, a home in la so you don't

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<v Speaker 4>have We're sick of motels. You'll drive three or hundred

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<v Speaker 4>nights to sleep in your own bed for a couple

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<v Speaker 4>of hours. So I home in London, Covent Garden, Santa Monica, Toronto,

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<v Speaker 4>outside of Toronto, Oakfield and Victoria, can't go to them

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<v Speaker 4>shut down for three or four you you can't go

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<v Speaker 4>to your home. You sell everything, ship it to me.

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<v Speaker 4>You end up with four lawnmowers, four toasters, hundreds of

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<v Speaker 4>knives and forks, and hundreds of guitars all coming to

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<v Speaker 4>your house. You got to rent a storage space and

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<v Speaker 4>you can't see them. They're all in the storage, so

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<v Speaker 4>you've got to open the door and go in and

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<v Speaker 4>look at your stuff in storage.

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<v Speaker 3>So it was time to sell it.

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<v Speaker 5>These guitars, though each one of them has a story, A.

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<v Speaker 3>Lot of these do a lot of them.

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<v Speaker 4>My American Woman nineteen fifty nine less Paul is a

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<v Speaker 4>rare guitar. To begin with, they only made a couple

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<v Speaker 4>hundred each year, and the fifty eight to fifteen, nine

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<v Speaker 4>and sixty are very rare because they were the last

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<v Speaker 4>time they made it with a certain glue that when

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<v Speaker 4>they put the neck in the body, that glue permeated

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<v Speaker 4>the wood in the pores and then petrified. The guitar

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<v Speaker 4>has this brain and it's very heavy. Guitar weighs fifteen pounds.

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<v Speaker 4>You imagine that on your shoulder for four hours every day.

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<v Speaker 4>You end up doing this all the time. It's just

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<v Speaker 4>dynamic tension. Your muscles do that. And I had to

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<v Speaker 4>get a lighter guitar. But I played that one sitting down.

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<v Speaker 4>But it's the sound of an American woman.

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<v Speaker 3>And no time.

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<v Speaker 4>All the guests who hits and a lot of bto

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<v Speaker 4>guitar solos were that guitar. I just didn't play it

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<v Speaker 4>on stage. Was too heavy to stand up. So then

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<v Speaker 4>I start to play strat Fender stratocaster. So the two

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<v Speaker 4>white strats I used with bt Or, they're their number

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<v Speaker 4>one guitars. They played on You Ain't See Nothing Yet,

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<v Speaker 4>Let It Ride. My Les Paul was American Woman, No Time.

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<v Speaker 4>So these are iconic guitars that have played a number

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<v Speaker 4>one singles and then all the albums on both sides

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<v Speaker 4>of it. So I'm hoping they get a good home,

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<v Speaker 4>because sooner or later you leave home, or your kids

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<v Speaker 4>leave home.

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<v Speaker 3>My kids are leaving home.

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<v Speaker 2>They don't necessarily hope.

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<v Speaker 3>Somebody adopts them.

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<v Speaker 4>And the American home guitar is bought by Slash or

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<v Speaker 4>Lenny Kravitz, who deserve it, and it has another hit

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<v Speaker 4>it plays.

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<v Speaker 2>Has anybody reached out to you?

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<v Speaker 4>There's a magic in these guitars. We just picked them up.

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<v Speaker 4>They were traveling with us all day playing them. And

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<v Speaker 4>when you plug it and play it, you've heard the

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<v Speaker 4>sound before, even though its strange to you, you've heard

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<v Speaker 4>it on the radio so many times. Even the rhythm

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<v Speaker 4>to Let It Ride and things like that. There's there's

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<v Speaker 4>a king when you hear.

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<v Speaker 2>It, but when you when you play it, again. Is

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<v Speaker 2>there any part of you that's like, maybe I don't

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<v Speaker 2>want to let it go.

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<v Speaker 4>Yeah.

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<v Speaker 2>Yeah.

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<v Speaker 4>They were handing for me one at a time last

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<v Speaker 4>that it was a little showcase, and I go, see,

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<v Speaker 4>I don't want to sell this, but I haven't played

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<v Speaker 4>it for eleven years.

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<v Speaker 3>I'll probably never played for another eleven years.

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<v Speaker 4>It's time for it to get a new It's flying

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<v Speaker 4>for somebody to play them, you.

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<v Speaker 2>Know, right, rather that than they're sitting in their cases,

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<v Speaker 2>right yeah, in a storage room or in your home, the.

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<v Speaker 4>Legal lawyer's library. They don't go to the books anymore.

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<v Speaker 4>It's all on the computer. But it's just like the guitars.

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<v Speaker 4>You can't get to the guitars. They're all in storage.

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<v Speaker 2>Unbelievable. Randy sittit. We're going to come back, Like I said, Doe,

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<v Speaker 2>a little.

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<v Speaker 6>Bit of news.

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<v Speaker 2>We're talking with Randy Bachman. He's founding member you know

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<v Speaker 2>this a Bachman Turner Overdrive. Also the guests who here

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<v Speaker 2>in our studio. We're going to talk a little bit

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<v Speaker 2>more about Julian's auctions Music Icon sale. It's happening May

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<v Speaker 2>twenty ninth, May thirtieth, next week, live at the hard

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<v Speaker 2>Rock Cafe in New York City. So you can actually

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<v Speaker 2>own kind of a piece of an icon. So we're

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<v Speaker 2>going to talk a little bit more about that. This

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<v Speaker 2>is Bloomberg Business We Carol Master Tim Stenovik, and this

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<v Speaker 2>is Bloomberg.

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<v Speaker 1>You're listening to Bloomberg Business Week with Carol Meser and

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<v Speaker 1>Tim Stenebek on Bloomberg Radio and Television.

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<v Speaker 2>All right, everybody, we're talking with Randy Bachman, founding member

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<v Speaker 2>of Bachman Turner Overdrive and the guests who because he's

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<v Speaker 2>got an auction coming up, Julian's Auctions Music Icon Sale.

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<v Speaker 2>He's got over two hundred or roughly two hundred guitars

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<v Speaker 2>in that auction, and that's happening May twenty ninth and

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<v Speaker 2>May thirtieth at the hard Rock Cafe in New York City.

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<v Speaker 2>Having said that, you need to share with our audience

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<v Speaker 2>about the lost guitar, tell us about that.

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<v Speaker 5>It's one guitar that will not be auctioned off.

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<v Speaker 3>No.

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<v Speaker 4>I just got it back after being gone forty seven,

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<v Speaker 4>forty eight years. Oh, it was stolen from a hotel

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<v Speaker 4>in Toronto or doing a bto album there.

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<v Speaker 3>It vanished.

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<v Speaker 4>There's no internet then, so I had to fax all

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<v Speaker 4>the guitar stores. I ended up in a frenzy buying

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<v Speaker 4>Gretch guitars. I went through my midlife crisis buying Gretz guitars.

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<v Speaker 4>I masked over three hundred and finally sold them to

0:09:50.840 --> 0:09:54.640
<v Speaker 4>Fred Gretch. It became the Fred the Gretch Museum in Savannah, Geork.

0:09:54.720 --> 0:09:55.559
<v Speaker 3>Joe I believe.

0:09:55.920 --> 0:09:57.880
<v Speaker 4>But this one that was stolen I kept searching for

0:09:58.000 --> 0:10:00.480
<v Speaker 4>and we got a notice back a couple years ago.

0:10:00.480 --> 0:10:03.000
<v Speaker 4>Tall and I my son were doing Back When, Back

0:10:03.000 --> 0:10:05.120
<v Speaker 4>When train Wreck every Friday night on YouTube because there

0:10:05.120 --> 0:10:07.319
<v Speaker 4>were no gigs, and the guy said, I found your

0:10:07.400 --> 0:10:10.240
<v Speaker 4>Gretch guitar. It was in Tokyo with a guy named Takeshi,

0:10:10.720 --> 0:10:13.560
<v Speaker 4>was like the Brian Setser of playing rockabilly on this

0:10:13.559 --> 0:10:16.839
<v Speaker 4>big orange gretch. Yes, and my daughter in law is Japanese,

0:10:16.840 --> 0:10:20.839
<v Speaker 4>so she set up assuming them translated everything he offered

0:10:20.840 --> 0:10:23.679
<v Speaker 4>the guitar back, I went and founded Sister Guitar from

0:10:23.720 --> 0:10:26.360
<v Speaker 4>the same year. Two digits off in the serial number

0:10:26.400 --> 0:10:29.400
<v Speaker 4>so I could trade him a like guitar. We couldn't

0:10:29.400 --> 0:10:31.920
<v Speaker 4>go to Tokyo, but the Canadian bassor said, I'll get

0:10:31.960 --> 0:10:34.400
<v Speaker 4>you as a diplomat. You don't have to do two

0:10:34.400 --> 0:10:38.280
<v Speaker 4>weeks of isolation, being COVID tested every day, their Canada

0:10:38.320 --> 0:10:41.160
<v Speaker 4>offered free tickets. It was like everybody doing a good deed.

0:10:42.400 --> 0:10:44.520
<v Speaker 3>For this guitar. And we went there.

0:10:44.520 --> 0:10:47.280
<v Speaker 4>They wouldn't let me meet Takeshi or see my guitar until

0:10:47.320 --> 0:10:49.839
<v Speaker 4>I walked on stage on Canada Day July, the first

0:10:50.120 --> 0:10:53.120
<v Speaker 4>in the Canadian Consulate. So to the filming, this is

0:10:53.160 --> 0:10:55.679
<v Speaker 4>being a film. They wanted to see my face when

0:10:55.679 --> 0:10:58.719
<v Speaker 4>I saw this guitar. It's like if your childhood bike

0:10:58.800 --> 0:11:01.200
<v Speaker 4>or your dog got run over by a truck and

0:11:01.200 --> 0:11:03.400
<v Speaker 4>then somebody later came to, well, your dog had poppies,

0:11:03.400 --> 0:11:05.080
<v Speaker 4>and here's a poppy and it's just like your dog.

0:11:05.160 --> 0:11:08.320
<v Speaker 4>It's Skippy is back, right, So get my guitar up.

0:11:08.400 --> 0:11:09.480
<v Speaker 3>Skippy it was back.

0:11:09.720 --> 0:11:11.520
<v Speaker 4>They filmed it, and it's going to be a film

0:11:11.559 --> 0:11:13.679
<v Speaker 4>coming out very soon being edited.

0:11:13.760 --> 0:11:15.200
<v Speaker 5>Right now, it's Netflix.

0:11:16.200 --> 0:11:17.800
<v Speaker 3>Maybe maybe if they Midhei.

0:11:17.720 --> 0:11:19.880
<v Speaker 2>Okay, all right, well will you come back when it's

0:11:19.920 --> 0:11:20.920
<v Speaker 2>when it's I will.

0:11:20.800 --> 0:11:23.079
<v Speaker 4>That'll be a whole different story. That's the guitar I've

0:11:23.080 --> 0:11:25.599
<v Speaker 4>gotten at home. It was number one guitar with the

0:11:25.679 --> 0:11:27.800
<v Speaker 4>guests Who and Beto with all their hits and albums

0:11:28.120 --> 0:11:30.600
<v Speaker 4>and maybe I'll have a number one again on Rotten

0:11:30.600 --> 0:11:32.760
<v Speaker 4>Tomatoes or something when the film comes out. But my

0:11:32.800 --> 0:11:34.520
<v Speaker 4>son and I cut an album that's coming out. That's

0:11:34.520 --> 0:11:36.800
<v Speaker 4>the soundtrack to the movie of the Lost Guitar.

0:11:37.280 --> 0:11:39.560
<v Speaker 3>You never know, you never know. It might be my

0:11:39.640 --> 0:11:42.440
<v Speaker 3>magic Feather, might be my Dumbo. You can fly. Here's

0:11:42.480 --> 0:11:45.400
<v Speaker 3>your magic Guitar. Another hit song.

0:11:45.679 --> 0:11:47.560
<v Speaker 2>Do you have a favorite hit song of your own?

0:11:49.800 --> 0:11:52.079
<v Speaker 4>I think it might have to be taking Care of Business.

0:11:52.559 --> 0:11:56.200
<v Speaker 4>I've had many teachers come to me that teach handicapped kids,

0:11:57.040 --> 0:12:02.240
<v Speaker 4>altruistic kids, very advanced kids, and to get all their

0:12:02.280 --> 0:12:05.440
<v Speaker 4>attention in the morning, they always play taking care of Business.

0:12:06.360 --> 0:12:09.680
<v Speaker 3>All these little kids were attention deficit or whatever. And

0:12:09.760 --> 0:12:12.160
<v Speaker 3>also guys going in desert.

0:12:11.840 --> 0:12:15.520
<v Speaker 4>Storm in their tanks to battle, playing taking care of

0:12:15.559 --> 0:12:18.240
<v Speaker 4>Business or playing American women in their tanks. They're going

0:12:18.280 --> 0:12:20.760
<v Speaker 4>to fight. When the Canadian astronaut was in there, he

0:12:20.800 --> 0:12:23.000
<v Speaker 4>played taking care of Business. But then we got to

0:12:23.040 --> 0:12:25.560
<v Speaker 4>say that song thanks to Elvis and me.

0:12:25.679 --> 0:12:29.320
<v Speaker 2>He's like, wow, gotta feel pretty cool about this. Got

0:12:29.320 --> 0:12:31.920
<v Speaker 2>thirty forty seconds left here. What do you want people

0:12:31.920 --> 0:12:32.679
<v Speaker 2>to know about the auction?

0:12:33.240 --> 0:12:36.920
<v Speaker 4>Well, there's guitars, some of them are on split display at.

0:12:36.360 --> 0:12:36.960
<v Speaker 3>The hard Rock.

0:12:37.240 --> 0:12:39.480
<v Speaker 4>You can't afford a guitar, Go down to the camera,

0:12:39.960 --> 0:12:41.680
<v Speaker 4>take a picture of the guitar. Some of they're going

0:12:41.720 --> 0:12:44.280
<v Speaker 4>to sell for millions of dollars. The fifty nine that's Paul.

0:12:44.520 --> 0:12:47.280
<v Speaker 4>They're all going Mark and Authers went for one point

0:12:47.320 --> 0:12:48.880
<v Speaker 4>four million pounds or something like that.

0:12:48.960 --> 0:12:51.640
<v Speaker 3>This was a replica reissue. Mine's a real one from

0:12:51.640 --> 0:12:52.280
<v Speaker 3>fifty nine.

0:12:52.679 --> 0:12:56.000
<v Speaker 2>Are you okay that you stopped playing violin and went

0:12:56.080 --> 0:12:56.440
<v Speaker 2>this way?

0:12:56.800 --> 0:13:00.160
<v Speaker 4>Really? I actually get beat up with the violin my

0:13:00.240 --> 0:13:02.920
<v Speaker 4>army Saturday morning, and all the guys would beat me up.

0:13:03.320 --> 0:13:05.680
<v Speaker 4>Here's the sissy going through his five in. Listen, we're

0:13:05.679 --> 0:13:08.000
<v Speaker 4>playing hockey. It's winter peg right.

0:13:08.679 --> 0:13:13.720
<v Speaker 2>It's not sissy. It's pretty amazing. Come back. You're welcome

0:13:13.720 --> 0:13:14.080
<v Speaker 2>back in here.

0:13:14.160 --> 0:13:15.320
<v Speaker 3>Well, thanks, good luck.

0:13:15.160 --> 0:13:17.640
<v Speaker 2>On the tour. Thanks yeah, stay safe.

0:13:17.520 --> 0:13:18.680
<v Speaker 5>Come back hang out with us again.

0:13:19.040 --> 0:13:21.040
<v Speaker 3>I love hanging out with you guys. You're really happy.

0:13:21.760 --> 0:13:24.440
<v Speaker 2>Randy Open he's founding member of Bachman, Turner, Overdrive and

0:13:24.480 --> 0:13:27.679
<v Speaker 2>the guests who check out Julian's auction. As we said,

0:13:27.760 --> 0:13:30.480
<v Speaker 2>May twenty ninth and May thirtieth at the hard Rock

0:13:30.559 --> 0:13:32.439
<v Speaker 2>in New York City.

0:13:32.480 --> 0:13:36.880
<v Speaker 1>This is Bloomberg Business Week Inside from the reporters and

0:13:37.000 --> 0:13:40.600
<v Speaker 1>editors who bring you America's most trusted business magazine, plus

0:13:40.679 --> 0:13:43.959
<v Speaker 1>global business, finance and tech news. As it happened This

0:13:44.040 --> 0:13:48.440
<v Speaker 1>Bloomberg Business Week with Carol Meser and Tim Stenebeck on

0:13:48.800 --> 0:13:49.760
<v Speaker 1>Bloomberg Radio.

0:13:51.600 --> 0:13:52.760
<v Speaker 5>It is Bloomberg BusinessWeek.

0:13:52.800 --> 0:13:53.280
<v Speaker 2>That's Carol.

0:13:53.640 --> 0:13:55.520
<v Speaker 5>I'm Tim.

0:13:55.600 --> 0:13:58.680
<v Speaker 2>Hi, Hi, just getting my notes, Carol.

0:14:00.000 --> 0:14:03.480
<v Speaker 5>Little bit of news today in the world of executive transition. Yes,

0:14:03.800 --> 0:14:06.480
<v Speaker 5>James Gorman is going to seed his role at Morgan

0:14:06.520 --> 0:14:08.920
<v Speaker 5>Stanley as chairman at the end of the year. He's

0:14:08.960 --> 0:14:11.280
<v Speaker 5>going to cap at nearly two decade run at the firm,

0:14:11.360 --> 0:14:13.200
<v Speaker 5>in which he rescued it from the brink of failure

0:14:13.440 --> 0:14:16.560
<v Speaker 5>turned it into a wealth management powerhouse. Remember Gorman was

0:14:16.600 --> 0:14:19.240
<v Speaker 5>CEO until January. That's when Ted Pick took over.

0:14:19.520 --> 0:14:21.840
<v Speaker 2>Right, Well, this is Ty Wiggins world. His job is

0:14:21.880 --> 0:14:24.920
<v Speaker 2>to guide CEOs through their first year two year and

0:14:25.000 --> 0:14:27.560
<v Speaker 2>a half. He writes in his new book that he's

0:14:27.640 --> 0:14:31.880
<v Speaker 2>part coach, part cheerleader, a venting partner, a challenger and

0:14:32.160 --> 0:14:34.480
<v Speaker 2>an advisor. I feel like I want to hire him,

0:14:34.480 --> 0:14:35.280
<v Speaker 2>but anyway.

0:14:35.160 --> 0:14:37.080
<v Speaker 5>Or it sounds like a pretty cool job. Actually, the

0:14:37.120 --> 0:14:39.440
<v Speaker 5>new book is called The New CEO Lessons from CEOs

0:14:39.480 --> 0:14:43.000
<v Speaker 5>on how to start well and perform quickly minus the

0:14:43.080 --> 0:14:48.000
<v Speaker 5>common mistakes. Ty's also global lead and CEO and Global

0:14:48.040 --> 0:14:50.600
<v Speaker 5>lead of CEO and Executive Transition Practice over at Russell

0:14:50.600 --> 0:14:53.920
<v Speaker 5>Reynolds Associates. It's an executive search form. He joins us

0:14:54.000 --> 0:14:56.040
<v Speaker 5>from the UK, Ty, good to have you with us.

0:14:56.080 --> 0:15:00.160
<v Speaker 5>Congratulations to you and the team on the new book. Look,

0:15:00.240 --> 0:15:03.920
<v Speaker 5>CEOs they're few and far between. There aren't that many

0:15:03.960 --> 0:15:07.120
<v Speaker 5>of them, there's only one at each company. So what

0:15:07.160 --> 0:15:10.200
<v Speaker 5>do you want non CEOs to get out of this book?

0:15:12.000 --> 0:15:13.680
<v Speaker 7>No, thanks, Tim, Carol.

0:15:14.080 --> 0:15:17.080
<v Speaker 6>I think non CEOs, you know, the opportunity in the

0:15:17.080 --> 0:15:19.920
<v Speaker 6>book here is to understand the pressures and the challenges

0:15:19.920 --> 0:15:22.200
<v Speaker 6>that CEOs go through in their transition.

0:15:22.680 --> 0:15:25.440
<v Speaker 7>And I think if you're a senior leader or an executive.

0:15:25.000 --> 0:15:28.560
<v Speaker 6>At an organization that's undergoing the CEO transition, the book

0:15:28.600 --> 0:15:32.120
<v Speaker 6>will give you insight into how to best support and

0:15:32.240 --> 0:15:35.080
<v Speaker 6>also slot in with the with the new CEO.

0:15:35.880 --> 0:15:38.840
<v Speaker 2>Well, you know, talk to us about who you talked

0:15:38.880 --> 0:15:42.240
<v Speaker 2>to for this book to get some insight, and you

0:15:42.280 --> 0:15:46.280
<v Speaker 2>know what is so important about maybe those first few days,

0:15:46.320 --> 0:15:49.040
<v Speaker 2>first few weeks, first few months for a CEO on

0:15:49.120 --> 0:15:51.440
<v Speaker 2>the job because I got to say, I feel like

0:15:51.560 --> 0:15:55.200
<v Speaker 2>CEOs move around a lot as of late, and especially

0:15:55.800 --> 0:15:58.320
<v Speaker 2>if it's a publicly held company and the stock isn't

0:15:58.320 --> 0:16:01.600
<v Speaker 2>doing well, activists around out there or media is all

0:16:01.640 --> 0:16:04.800
<v Speaker 2>over it, and there's a lot of pressure.

0:16:06.720 --> 0:16:07.720
<v Speaker 7>Yeah.

0:16:07.920 --> 0:16:10.800
<v Speaker 6>Now, in terms of the book, interviewed close to forty

0:16:10.880 --> 0:16:13.920
<v Speaker 6>CEOs and then had the opportunity to speak to CEOs

0:16:14.640 --> 0:16:17.400
<v Speaker 6>such as from On the Guider of PepsiCo and Huntspsburg

0:16:17.440 --> 0:16:20.520
<v Speaker 6>of Verizon, Carol Tomato of UPS, and a string of

0:16:20.560 --> 0:16:23.040
<v Speaker 6>others that are so cited in the book. You're right,

0:16:23.120 --> 0:16:27.160
<v Speaker 6>CEO tenures are decreasing, which puts pressure on this early

0:16:27.240 --> 0:16:29.760
<v Speaker 6>period in order to get a good start, and I

0:16:29.760 --> 0:16:32.720
<v Speaker 6>think some of the early actions that CEOs take need

0:16:32.760 --> 0:16:35.480
<v Speaker 6>to be really well thought through. We know that some

0:16:35.600 --> 0:16:38.200
<v Speaker 6>key factors are the state of the business that they inherit,

0:16:38.600 --> 0:16:42.120
<v Speaker 6>how quickly they assemble the right senior leadership team around them,

0:16:42.600 --> 0:16:45.920
<v Speaker 6>and importantly what the former CEO does and how that

0:16:46.000 --> 0:16:47.560
<v Speaker 6>individual leaves the organization.

0:16:48.960 --> 0:16:51.040
<v Speaker 2>Go ahead, Carol share with us though in some of

0:16:51.040 --> 0:16:53.520
<v Speaker 2>the conversations that you had with CEOs. All of the

0:16:53.520 --> 0:16:58.040
<v Speaker 2>companies that we named, whether it was UPS, or some others.

0:16:58.320 --> 0:17:01.440
<v Speaker 2>You know that these are very well known, certainly to

0:17:01.480 --> 0:17:05.160
<v Speaker 2>the Bloomberg audience. You know, what did you what did

0:17:05.200 --> 0:17:07.160
<v Speaker 2>you get from them about that first year?

0:17:08.640 --> 0:17:10.960
<v Speaker 6>Well, a lot of humility, which was which was really

0:17:11.000 --> 0:17:13.120
<v Speaker 6>good to hear. I mean, these are great CEOs, as

0:17:13.119 --> 0:17:16.240
<v Speaker 6>you've mentioned, and you know, some of them came internally

0:17:16.280 --> 0:17:18.480
<v Speaker 6>within the organization, and I think there was a common

0:17:18.520 --> 0:17:21.800
<v Speaker 6>thread around how difficult the CEO role is, how there's

0:17:21.840 --> 0:17:25.040
<v Speaker 6>no real sandbox for it in terms of getting ready.

0:17:25.200 --> 0:17:25.840
<v Speaker 7>It's a shock.

0:17:26.880 --> 0:17:29.560
<v Speaker 6>We've talked about the loneliness a lot across different medias,

0:17:29.560 --> 0:17:31.960
<v Speaker 6>and it's an actual it's an actual issue for a

0:17:32.000 --> 0:17:32.720
<v Speaker 6>lot of CEOs.

0:17:32.760 --> 0:17:34.200
<v Speaker 7>And the responsibility.

0:17:34.320 --> 0:17:36.240
<v Speaker 6>You know, when I asked what the best and worst

0:17:36.280 --> 0:17:39.320
<v Speaker 6>part about being a CEO is, often the answers are same.

0:17:39.359 --> 0:17:42.880
<v Speaker 6>The responsibility. You know, these are individuals that want the responsibility,

0:17:42.920 --> 0:17:44.880
<v Speaker 6>that want to lead, They want to have an impact

0:17:44.920 --> 0:17:48.280
<v Speaker 6>on the organization in their community, but they also feel

0:17:48.320 --> 0:17:51.840
<v Speaker 6>the weight of that responsibility in terms of being responsible

0:17:51.840 --> 0:17:54.680
<v Speaker 6>for the financials. But also you know, there are employees,

0:17:54.720 --> 0:17:57.639
<v Speaker 6>their employees, families, et cetera. In terms of the market

0:17:57.680 --> 0:17:59.320
<v Speaker 6>and the communities that they lead.

0:18:00.119 --> 0:18:02.440
<v Speaker 2>What do you think about like those CEOs that are

0:18:02.480 --> 0:18:05.240
<v Speaker 2>at a company leave and then they come back, and

0:18:05.280 --> 0:18:07.400
<v Speaker 2>I think of someone like a Michael Eisner.

0:18:07.040 --> 0:18:09.800
<v Speaker 5>The Boomerang CEOs, the boomer Rang But you know Revere,

0:18:09.920 --> 0:18:11.160
<v Speaker 5>I mean a Boger.

0:18:10.840 --> 0:18:13.639
<v Speaker 2>Like a Bob Iger, you know Disney Revered more like

0:18:13.680 --> 0:18:16.399
<v Speaker 2>a Howard Schultz or a Howard Schultz right come back

0:18:17.320 --> 0:18:20.440
<v Speaker 2>and you know their track record was incredible when they left,

0:18:20.440 --> 0:18:23.760
<v Speaker 2>certainly boy byger right people you know, held them up

0:18:23.800 --> 0:18:26.120
<v Speaker 2>really high, and then came back into a situation where

0:18:26.160 --> 0:18:28.879
<v Speaker 2>the company was under some pressure because of its streaming

0:18:28.920 --> 0:18:31.439
<v Speaker 2>pivot and so on and so forth. You know, is

0:18:31.440 --> 0:18:33.960
<v Speaker 2>he like kind of starting from scratch again a little

0:18:34.000 --> 0:18:37.040
<v Speaker 2>bit because some of the dynamics have changed. I just

0:18:37.080 --> 0:18:39.919
<v Speaker 2>I'm curious if you have a thought about or Howard Schultz,

0:18:39.920 --> 0:18:42.960
<v Speaker 2>those company those CEOs. We talked to John Mackey yesterday

0:18:42.960 --> 0:18:44.639
<v Speaker 2>of Whole Foods, you know, who.

0:18:44.520 --> 0:18:47.440
<v Speaker 5>Stepped through more than forty years, right, but stepped.

0:18:47.080 --> 0:18:49.840
<v Speaker 2>Back sometimes had a co CEO byby that was more

0:18:49.880 --> 0:18:52.680
<v Speaker 2>out in front. Like I just wonder your thoughts on that.

0:18:55.040 --> 0:18:57.400
<v Speaker 7>I think it's you know, to have CEO return.

0:18:57.680 --> 0:19:01.160
<v Speaker 6>You know, depending on the individual and the organization, it

0:19:01.200 --> 0:19:04.159
<v Speaker 6>can represent a number of things in terms of, you know,

0:19:04.320 --> 0:19:08.560
<v Speaker 6>a succession that hasn't been successful, it obviously shows a

0:19:08.600 --> 0:19:11.600
<v Speaker 6>passion and a love for the organization to come back.

0:19:12.560 --> 0:19:15.720
<v Speaker 6>You know, in many cases, it's disruptive depending on the

0:19:15.760 --> 0:19:18.120
<v Speaker 6>time period, you know, because we do expect the new

0:19:18.160 --> 0:19:22.240
<v Speaker 6>CEO to see the world differently and to take a new,

0:19:22.320 --> 0:19:22.919
<v Speaker 6>long term.

0:19:22.840 --> 0:19:23.840
<v Speaker 7>View of the organization.

0:19:23.960 --> 0:19:26.440
<v Speaker 6>So if there are changes that need to be reversed,

0:19:26.440 --> 0:19:29.160
<v Speaker 6>that could be a little bit unsettling. But I think

0:19:29.160 --> 0:19:31.640
<v Speaker 6>for the individuals involved, you know, I think if they're

0:19:31.720 --> 0:19:34.800
<v Speaker 6>leaving at the right time in their career, then you know,

0:19:34.960 --> 0:19:37.520
<v Speaker 6>I think it's less than ideal for them to need

0:19:37.560 --> 0:19:40.480
<v Speaker 6>to return. But you know, each individual case will be different.

0:19:41.160 --> 0:19:46.040
<v Speaker 5>Ty, We've heard criticisms about boards being too close to

0:19:46.119 --> 0:19:49.679
<v Speaker 5>their CEOs. Tesla, for example, one of the board members

0:19:49.720 --> 0:19:53.200
<v Speaker 5>there is Kimball Musk, Elon Musk's brother.

0:19:53.560 --> 0:19:55.159
<v Speaker 2>Should you don't have a board member who has the

0:19:55.200 --> 0:19:56.119
<v Speaker 2>same last name as you?

0:19:56.560 --> 0:19:58.480
<v Speaker 5>Yeah, it's good, it's a good question. I mean, should

0:19:58.640 --> 0:20:01.840
<v Speaker 5>should the boards too close to their CEO? Shouldn't they

0:20:01.880 --> 0:20:04.679
<v Speaker 5>be more independent from one another? They're supposed to keep

0:20:04.720 --> 0:20:05.440
<v Speaker 5>them honest.

0:20:05.200 --> 0:20:10.080
<v Speaker 6>Right, absolutely, I mean the board, the board role is

0:20:10.160 --> 0:20:13.760
<v Speaker 6>crucial to the governance of the organization, and they do

0:20:13.800 --> 0:20:17.320
<v Speaker 6>play a specific role in One of those key roles

0:20:17.320 --> 0:20:19.560
<v Speaker 6>that they play is to hire and fire the CEO,

0:20:20.200 --> 0:20:23.120
<v Speaker 6>And so this is you know, any CEO transition lands

0:20:23.119 --> 0:20:25.800
<v Speaker 6>heavily on the board as well as all groups of

0:20:25.800 --> 0:20:29.560
<v Speaker 6>individuals and and you know, within organizations, it can be

0:20:29.640 --> 0:20:34.360
<v Speaker 6>quite a challenge to continue to maintain that independence, especially

0:20:34.480 --> 0:20:38.560
<v Speaker 6>when you have a very successful, very dominant CEO.

0:20:39.960 --> 0:20:44.000
<v Speaker 5>Should CEOs be allowed to serve as chairs of boards

0:20:44.000 --> 0:20:44.960
<v Speaker 5>in your opinion.

0:20:47.000 --> 0:20:49.440
<v Speaker 6>Well, I think it's common practice in a lot of organizations,

0:20:49.560 --> 0:20:51.080
<v Speaker 6>especially in the United States.

0:20:52.040 --> 0:20:53.959
<v Speaker 7>In other countries it's less common.

0:20:54.600 --> 0:20:59.040
<v Speaker 6>I think as long as there is an independent, you know,

0:20:59.240 --> 0:21:03.639
<v Speaker 6>senior director to provide that counsel, that support and that challenge,

0:21:04.920 --> 0:21:08.439
<v Speaker 6>it does allow CEOs to move with greater pace. So

0:21:08.480 --> 0:21:12.159
<v Speaker 6>if the organization is in trouble, then that allows for

0:21:12.280 --> 0:21:16.400
<v Speaker 6>quicker decision making. But I think that, you know, if

0:21:16.400 --> 0:21:19.600
<v Speaker 6>we look at the independence that we require, there's a

0:21:19.720 --> 0:21:22.600
<v Speaker 6>argument for the CEO to be separate to the chair role.

0:21:23.760 --> 0:21:25.160
<v Speaker 2>Just get about a minute. Then we're going to come

0:21:25.160 --> 0:21:29.479
<v Speaker 2>back and continue the conversation. Having said that, is there

0:21:29.520 --> 0:21:32.240
<v Speaker 2>a common mistake in talking to CEOs that you find

0:21:32.240 --> 0:21:34.840
<v Speaker 2>that they all say, this is the one I made.

0:21:34.920 --> 0:21:37.680
<v Speaker 2>Is there a common mistake among them, especially in that early,

0:21:37.720 --> 0:21:40.600
<v Speaker 2>those early months or that early first year, year and

0:21:40.600 --> 0:21:40.960
<v Speaker 2>a half.

0:21:42.800 --> 0:21:45.800
<v Speaker 6>It's the common mistake is generally around something that they

0:21:45.920 --> 0:21:49.680
<v Speaker 6>say in a fairly public environment or an early action

0:21:49.840 --> 0:21:54.240
<v Speaker 6>that they make without enough context and without enough information.

0:21:54.880 --> 0:21:56.480
<v Speaker 6>And this is a question that comes up a lot,

0:21:56.680 --> 0:22:00.480
<v Speaker 6>and the answer is, really it's any mistake that causes

0:22:00.520 --> 0:22:04.840
<v Speaker 6>the board to doubt and to where you might lose

0:22:04.880 --> 0:22:08.200
<v Speaker 6>the confidence of the board, because that obviously significally impacts

0:22:08.200 --> 0:22:10.520
<v Speaker 6>your tenure and your ability to deliver along the term.

0:22:10.800 --> 0:22:12.760
<v Speaker 5>John Mackie talked to us about this yesterday is two

0:22:12.760 --> 0:22:14.640
<v Speaker 5>thousand and nine op at about Obamacare on the Wall

0:22:14.680 --> 0:22:18.400
<v Speaker 5>Street Journal. He was hiking and he got this panicked

0:22:18.440 --> 0:22:21.800
<v Speaker 5>call it's in the book from the board. And after

0:22:21.800 --> 0:22:24.920
<v Speaker 5>that he said, you know, the board said basically shut

0:22:24.960 --> 0:22:26.720
<v Speaker 5>him down when it came to talking about that stuff.

0:22:26.800 --> 0:22:28.600
<v Speaker 2>Yeah, don't share your opinions on this stuff.

0:22:28.760 --> 0:22:29.600
<v Speaker 5>It's really interesting.

0:22:29.680 --> 0:22:31.480
<v Speaker 2>Yeah, I want to get back to Ty Wiggins, author

0:22:31.560 --> 0:22:33.919
<v Speaker 2>of the new CEO Lessons from CEOs on how to

0:22:33.920 --> 0:22:37.120
<v Speaker 2>start well and perform quickly minus the common mistakes. He's

0:22:37.160 --> 0:22:40.199
<v Speaker 2>also global lead of CEO and Executive Transition Practice at

0:22:40.280 --> 0:22:43.879
<v Speaker 2>Russell Reynolds Associates, an executive search firm. He's still with

0:22:43.960 --> 0:22:46.840
<v Speaker 2>us from the UK. Hey, you know this kind of

0:22:47.000 --> 0:22:48.880
<v Speaker 2>spoke to us. There is a section of the book

0:22:48.880 --> 0:22:51.359
<v Speaker 2>about dealing with the street and here we are, you know,

0:22:51.840 --> 0:22:53.960
<v Speaker 2>coming off an earning season, but we're always thinking about

0:22:53.960 --> 0:22:56.600
<v Speaker 2>the next one. But you do talk about Mark Klaus

0:22:56.720 --> 0:23:01.199
<v Speaker 2>who was CEO at Pinnacle before joining Campbell's, and just

0:23:01.280 --> 0:23:06.320
<v Speaker 2>the level of engagement and communicating with investors when he

0:23:06.400 --> 0:23:09.040
<v Speaker 2>got to campbell. I mean that's that can be a

0:23:09.040 --> 0:23:11.360
<v Speaker 2>big thing and kind of a real eye opener, right

0:23:11.440 --> 0:23:13.920
<v Speaker 2>for CEOs who are early and on the job.

0:23:15.440 --> 0:23:19.959
<v Speaker 6>Absolutely, unless you've been a CIO or a CFO and

0:23:20.000 --> 0:23:23.960
<v Speaker 6>had you know, extensive experience, the investor relations will be

0:23:24.000 --> 0:23:27.600
<v Speaker 6>fairly new and it's a challenging period of time. You know,

0:23:27.800 --> 0:23:31.040
<v Speaker 6>the people will often underestimate the amount of preparation that

0:23:31.080 --> 0:23:34.520
<v Speaker 6>goes into delivering results and doing the investor road shows

0:23:35.040 --> 0:23:37.600
<v Speaker 6>and you know, trying to form that relationship really early

0:23:38.160 --> 0:23:41.239
<v Speaker 6>to get buy into you know, what you're planning to

0:23:41.240 --> 0:23:43.399
<v Speaker 6>do and what you're thinking about doing. So you know,

0:23:43.440 --> 0:23:45.880
<v Speaker 6>this is where it's really important that you surround yourself

0:23:45.880 --> 0:23:48.600
<v Speaker 6>with with good IR people and you know, people to

0:23:48.680 --> 0:23:51.680
<v Speaker 6>support you in those conversations. And you know, if it's

0:23:51.840 --> 0:23:54.760
<v Speaker 6>early in your tenure that you deliver results, then you

0:23:54.800 --> 0:23:57.040
<v Speaker 6>have a little bit of grace and you should take

0:23:57.040 --> 0:23:57.880
<v Speaker 6>full advantage of that.

0:23:59.040 --> 0:24:00.919
<v Speaker 5>Okay, I want to play off grace a little bit

0:24:01.000 --> 0:24:04.639
<v Speaker 5>because I was when preparing for this book and for

0:24:04.680 --> 0:24:08.320
<v Speaker 5>this interview, I thought about the CEO stories that we've

0:24:08.320 --> 0:24:12.040
<v Speaker 5>covered over the years, and it does seem like there

0:24:12.119 --> 0:24:14.680
<v Speaker 5>was a spade a couple of years ago twenty eighteen,

0:24:14.760 --> 0:24:17.520
<v Speaker 5>twenty nineteen where we had a lot of episodes of

0:24:17.600 --> 0:24:21.679
<v Speaker 5>CEOs behaving badly, a lot of male CEOs having affairs

0:24:22.040 --> 0:24:27.439
<v Speaker 5>with women who reported to them, and there were some

0:24:27.520 --> 0:24:30.800
<v Speaker 5>very prominent examples of that. And I'm wondering if you

0:24:30.840 --> 0:24:34.760
<v Speaker 5>think it happens more at the executive level, or like,

0:24:35.000 --> 0:24:37.000
<v Speaker 5>is this something that I mean, it seemed kind of

0:24:37.480 --> 0:24:39.360
<v Speaker 5>a little wild to me that we saw people get

0:24:39.400 --> 0:24:42.439
<v Speaker 5>to these levels in companies and then they would have

0:24:42.520 --> 0:24:46.119
<v Speaker 5>such public downfalls by making what seemed like a really

0:24:46.119 --> 0:24:47.080
<v Speaker 5>really silly mistake.

0:24:49.920 --> 0:24:53.719
<v Speaker 6>Look, it's I don't know whether i'd argue it's happening

0:24:53.760 --> 0:24:57.359
<v Speaker 6>more or less. I think it's certainly disappointing when that

0:24:57.520 --> 0:25:00.719
<v Speaker 6>is the outcome. Well, that is the behavior that we

0:25:00.760 --> 0:25:02.919
<v Speaker 6>see from the leaders at the top of the organization.

0:25:03.560 --> 0:25:03.720
<v Speaker 7>You know.

0:25:03.800 --> 0:25:06.480
<v Speaker 6>One of the things that stands out for CEO is

0:25:06.480 --> 0:25:09.080
<v Speaker 6>when I talk to them about what's the most important

0:25:09.080 --> 0:25:13.080
<v Speaker 6>thing that they focus on, it's inevitably culture. You know,

0:25:13.119 --> 0:25:14.840
<v Speaker 6>this is the one thing that whilst there's lots of

0:25:14.880 --> 0:25:18.119
<v Speaker 6>people that support it. As CEO, you can't delegate that.

0:25:18.720 --> 0:25:21.800
<v Speaker 6>So you are the masthead for the organization and how

0:25:21.880 --> 0:25:24.879
<v Speaker 6>you behave and act and what you say, you know,

0:25:25.040 --> 0:25:27.800
<v Speaker 6>is disproportionate in its effect to the culture of the organization.

0:25:27.840 --> 0:25:29.240
<v Speaker 7>And you have a culture.

0:25:29.320 --> 0:25:32.600
<v Speaker 6>Which is not conducive to where you want to take

0:25:32.640 --> 0:25:36.400
<v Speaker 6>the organization. You know, your performance and the organization's performance

0:25:36.400 --> 0:25:37.600
<v Speaker 6>will really struggle.

0:25:38.480 --> 0:25:39.960
<v Speaker 2>Hey, one of the things that we wanted to get

0:25:39.960 --> 0:25:43.760
<v Speaker 2>into and Tim is and are prepping for this, Tim,

0:25:43.800 --> 0:25:47.520
<v Speaker 2>you kind of highlighted this. But executive compensation CEO compensation.

0:25:47.760 --> 0:25:50.280
<v Speaker 2>I mean I think about sometimes when there's a company

0:25:50.840 --> 0:25:54.639
<v Speaker 2>in trouble, right peloton, you know, and you have Barry

0:25:54.720 --> 0:25:57.359
<v Speaker 2>McCarthy comes in, he just stepped down his peloton CEO

0:25:57.359 --> 0:26:00.000
<v Speaker 2>had total compensation one hundred and sixty eight million dollars

0:26:00.200 --> 0:26:03.000
<v Speaker 2>in twenty twenty two. To be fair, most of that

0:26:03.119 --> 0:26:07.359
<v Speaker 2>compensation UH ninety nine point seven was option awards are

0:26:07.359 --> 0:26:08.959
<v Speaker 2>tied to the company stock price. But it's a lot

0:26:08.960 --> 0:26:11.040
<v Speaker 2>of money for a company that's you know, got a

0:26:11.119 --> 0:26:14.360
<v Speaker 2>dwindling market cap. I think barely over a billion here

0:26:14.400 --> 0:26:17.880
<v Speaker 2>at this point. You know, it's an like, I hear

0:26:17.920 --> 0:26:19.640
<v Speaker 2>what you like. It can be a tough job. I

0:26:19.760 --> 0:26:23.400
<v Speaker 2>understand there's a lot that comes out of CEO today,

0:26:23.600 --> 0:26:26.679
<v Speaker 2>but it does feel like they're taken care of.

0:26:29.000 --> 0:26:29.680
<v Speaker 7>Yeah.

0:26:30.200 --> 0:26:34.080
<v Speaker 6>Fortunately, compensation is not an area that I get involved in.

0:26:34.680 --> 0:26:37.680
<v Speaker 6>I know that it's a contested issue. I know that

0:26:38.160 --> 0:26:41.200
<v Speaker 6>the CEOs that I work with certainly are really aware

0:26:41.280 --> 0:26:45.200
<v Speaker 6>of that in terms of their role, you know. And

0:26:45.440 --> 0:26:47.520
<v Speaker 6>you know, it's nice to it's nice to think that

0:26:47.520 --> 0:26:49.879
<v Speaker 6>the people that I work with, especially, you know, this

0:26:49.960 --> 0:26:52.679
<v Speaker 6>is not the driving force for what they're doing, why

0:26:52.760 --> 0:26:55.280
<v Speaker 6>they're doing what they're doing. Oh, and it is really

0:26:55.320 --> 0:26:59.240
<v Speaker 6>about the opportunity to have an impact over such a

0:26:59.320 --> 0:27:02.880
<v Speaker 6>large group of individuals and a responsibility and I guess

0:27:02.880 --> 0:27:06.239
<v Speaker 6>a belief that they can do you know better and

0:27:06.280 --> 0:27:10.600
<v Speaker 6>make improvements and you know, really serve. So you know, again,

0:27:10.880 --> 0:27:13.160
<v Speaker 6>you know, I probably have a privileged group, but that's

0:27:13.200 --> 0:27:15.600
<v Speaker 6>not the key driver for why they're doing what they're doing.

0:27:15.760 --> 0:27:18.440
<v Speaker 5>Forgive me, because I must have a misconception about executive search,

0:27:18.480 --> 0:27:21.199
<v Speaker 5>but I thought compensation was a big part of not

0:27:21.400 --> 0:27:24.040
<v Speaker 5>just how you go out and find folks to do

0:27:24.080 --> 0:27:27.880
<v Speaker 5>these jobs, but also how you actually get paid as

0:27:27.920 --> 0:27:30.840
<v Speaker 5>a result of finding successful fits.

0:27:32.680 --> 0:27:33.280
<v Speaker 7>Hundred percent.

0:27:34.000 --> 0:27:37.000
<v Speaker 6>My role though within our firm, is focused on the

0:27:37.040 --> 0:27:40.560
<v Speaker 6>CEO and executive transition practice. So I don't do the

0:27:40.640 --> 0:27:43.880
<v Speaker 6>search work, and you know, I don't get into those

0:27:43.920 --> 0:27:47.160
<v Speaker 6>conversations with the clients. I come in once they're appointed

0:27:48.040 --> 0:27:50.760
<v Speaker 6>to help them to make sure that they're successful in

0:27:50.760 --> 0:27:51.400
<v Speaker 6>that transition.

0:27:52.480 --> 0:27:56.000
<v Speaker 2>But fair right, it certainly is a lot of the conversations. Hey,

0:27:56.040 --> 0:27:57.359
<v Speaker 2>one of the things I do want to go to

0:27:57.600 --> 0:27:59.680
<v Speaker 2>is chapter eleven. If I could do it all over again,

0:28:00.600 --> 0:28:04.680
<v Speaker 2>and you share a collection of pieces of advice from

0:28:04.760 --> 0:28:08.320
<v Speaker 2>some of the CEOs you talk to. I'm not going

0:28:08.359 --> 0:28:11.240
<v Speaker 2>to put you on the spot in terms of necessarily

0:28:11.280 --> 0:28:12.680
<v Speaker 2>giving you a name like Mark.

0:28:12.520 --> 0:28:14.920
<v Speaker 5>Bitzer of wild Pool, So we speak to him a lot.

0:28:15.000 --> 0:28:17.199
<v Speaker 2>We've talked with him a lot but are there a

0:28:17.200 --> 0:28:20.520
<v Speaker 2>couple of pieces of advice that really just have resonated

0:28:20.560 --> 0:28:20.800
<v Speaker 2>with you.

0:28:22.480 --> 0:28:26.120
<v Speaker 6>Yeah, when people reflect on their time early in their

0:28:26.160 --> 0:28:28.360
<v Speaker 6>CEO role, there's a couple of things that come up,

0:28:28.880 --> 0:28:31.840
<v Speaker 6>you know, most often, the most popular is that they

0:28:31.880 --> 0:28:35.120
<v Speaker 6>would move faster on their executive leadership team. You know,

0:28:35.240 --> 0:28:38.520
<v Speaker 6>being CEO is a role you can't do on your own.

0:28:38.680 --> 0:28:41.520
<v Speaker 6>You must have the right people around and for a

0:28:41.560 --> 0:28:44.560
<v Speaker 6>bunch of reasons, you know, we don't move as quickly

0:28:44.640 --> 0:28:47.240
<v Speaker 6>as necessarily. Our gut is telling us to move, and

0:28:47.280 --> 0:28:49.360
<v Speaker 6>there are other restrictions in terms of momntum. So the

0:28:49.400 --> 0:28:52.360
<v Speaker 6>first is that they would move faster. The second is

0:28:52.400 --> 0:28:55.680
<v Speaker 6>that they would engage the board more effectively and earlier,

0:28:56.160 --> 0:28:58.720
<v Speaker 6>so similar to dealing with the street. You know, working

0:28:58.760 --> 0:29:01.440
<v Speaker 6>with a board for the first time as CEO, not

0:29:01.640 --> 0:29:03.080
<v Speaker 6>as an senior executive.

0:29:03.400 --> 0:29:05.360
<v Speaker 7>It's quite a ship and it.

0:29:05.920 --> 0:29:08.680
<v Speaker 6>Usually spend more time on board and board related activities

0:29:08.720 --> 0:29:10.800
<v Speaker 6>in your first year than you expect, so you really

0:29:10.840 --> 0:29:11.720
<v Speaker 6>need to factor that in.

0:29:12.160 --> 0:29:13.160
<v Speaker 7>And the third is that.

0:29:13.040 --> 0:29:16.160
<v Speaker 6>They would flex their leadership style more so they hang

0:29:16.240 --> 0:29:18.200
<v Speaker 6>on to some of the things that served them well

0:29:18.280 --> 0:29:21.800
<v Speaker 6>before without really accepting and stepping into the full gamut

0:29:21.840 --> 0:29:24.720
<v Speaker 6>of the CEO role, accepting the good and the bad

0:29:24.760 --> 0:29:28.080
<v Speaker 6>parts of it in terms of driving the outcomes that

0:29:28.120 --> 0:29:30.280
<v Speaker 6>they that they know they need to deliver based on

0:29:30.320 --> 0:29:33.680
<v Speaker 6>what they've promised the organization and the board and the market.

0:29:34.400 --> 0:29:37.160
<v Speaker 2>And if you're someone like Hans Vessberg, a CEO of Verizon,

0:29:37.160 --> 0:29:40.440
<v Speaker 2>I've talked with him a few times. You walk the

0:29:40.440 --> 0:29:43.640
<v Speaker 2>board through, or he did walk the board through his

0:29:43.680 --> 0:29:46.720
<v Speaker 2>white paper. I love that before accepting the role. So

0:29:46.760 --> 0:29:49.080
<v Speaker 2>it's basically like when my daughter wanted a puppy and

0:29:49.080 --> 0:29:52.400
<v Speaker 2>she did a white board presentation and she spent a

0:29:52.440 --> 0:29:54.600
<v Speaker 2>long time and she went through it and we're like, okay,

0:29:54.680 --> 0:29:56.800
<v Speaker 2>you get the dog. But it's right, like you lay

0:29:56.840 --> 0:29:59.160
<v Speaker 2>it out and you're saying, here's what I'm thinking, and

0:29:59.240 --> 0:30:01.200
<v Speaker 2>let's just make sure all on the same page because

0:30:01.200 --> 0:30:02.920
<v Speaker 2>if this doesn't work for you, it kind of doesn't

0:30:02.920 --> 0:30:03.920
<v Speaker 2>work for me, right.

0:30:04.840 --> 0:30:06.680
<v Speaker 7>Yeah, And Hans did it really well.

0:30:06.760 --> 0:30:08.480
<v Speaker 6>And this is one of the things that you see

0:30:08.520 --> 0:30:11.880
<v Speaker 6>second time CEO is doing much better than first time CEOs.

0:30:11.640 --> 0:30:15.400
<v Speaker 6>Is this pre contracting with the board, is outlining, you know,

0:30:15.480 --> 0:30:18.200
<v Speaker 6>this conversation of when not if I want to make

0:30:18.240 --> 0:30:21.600
<v Speaker 6>a significant change or point the organization in a different direction,

0:30:21.680 --> 0:30:24.040
<v Speaker 6>how are you going to respond? And in Hans this case,

0:30:24.080 --> 0:30:26.160
<v Speaker 6>he was really keen to to make sure he didn't

0:30:26.160 --> 0:30:27.760
<v Speaker 6>get six or twelve months down the track and have

0:30:27.840 --> 0:30:29.640
<v Speaker 6>the board say I didn't know you were going to

0:30:29.680 --> 0:30:31.120
<v Speaker 6>do this or I didn't know you were going to do.

0:30:31.080 --> 0:30:35.040
<v Speaker 7>That, And it was really key to him moving fast exactly.

0:30:35.240 --> 0:30:37.600
<v Speaker 2>Hey, just get about a minute left. Here is Elon

0:30:38.560 --> 0:30:40.760
<v Speaker 2>one of the new CEOs in your view.

0:30:42.360 --> 0:30:47.120
<v Speaker 7>Elon Musk, Yeah, I think he's a different CEO.

0:30:49.160 --> 0:30:53.080
<v Speaker 6>Go On, Well, I think there's you know, there are

0:30:53.120 --> 0:30:57.640
<v Speaker 6>very few individuals like him, and you know, in many

0:30:57.680 --> 0:31:03.520
<v Speaker 6>ways the impact and influence has had in his space. Yeah,

0:31:03.560 --> 0:31:06.080
<v Speaker 6>I would say he's definitely in that new category.

0:31:06.400 --> 0:31:09.080
<v Speaker 2>And what about Boeing, which has been plagued with problems

0:31:09.080 --> 0:31:11.600
<v Speaker 2>just got about for searching flat Tail. They're searching for

0:31:11.640 --> 0:31:15.360
<v Speaker 2>a new CEO, you know, internal, external, what it like?

0:31:15.440 --> 0:31:17.240
<v Speaker 2>I don't know. Just give us some smart thoughts on

0:31:17.280 --> 0:31:17.640
<v Speaker 2>that one.

0:31:19.240 --> 0:31:21.880
<v Speaker 6>Well, I think, you know, not necessarily Boeing specific, but

0:31:21.960 --> 0:31:25.480
<v Speaker 6>an organization that really has lost the trust of the public.

0:31:26.120 --> 0:31:28.480
<v Speaker 7>You know, it's often a cultural change.

0:31:28.640 --> 0:31:31.360
<v Speaker 6>So whoever comes into an organization that's in a state

0:31:31.920 --> 0:31:34.200
<v Speaker 6>in that type of state. They really need to focus

0:31:34.240 --> 0:31:38.520
<v Speaker 6>on changing the culture, being transparent with the consumer about

0:31:38.640 --> 0:31:42.040
<v Speaker 6>the issues to the level that they can be, and

0:31:42.120 --> 0:31:44.920
<v Speaker 6>owning some of these challenges in terms of you know,

0:31:45.000 --> 0:31:47.640
<v Speaker 6>how and how and what we're going to do to

0:31:47.640 --> 0:31:52.160
<v Speaker 6>fix that. But ultimately these challenges stem from culture. It's

0:31:52.160 --> 0:31:53.120
<v Speaker 6>a culture issue.

0:31:53.720 --> 0:31:57.719
<v Speaker 2>Really interesting, Yeah, no, absolutely interesting. Thank you so much

0:31:57.760 --> 0:32:00.560
<v Speaker 2>for stopping by and sharing your book with us. Appreciate it.

0:32:00.640 --> 0:32:05.120
<v Speaker 2>Ty Wiggins, Global lead of CEO and Executive Transistionion Practice

0:32:05.120 --> 0:32:07.920
<v Speaker 2>over at Russell Reynolds Associates, as we said, an executive

0:32:07.960 --> 0:32:10.520
<v Speaker 2>search firm over there in the UK. The new CEO

0:32:10.680 --> 0:32:13.200
<v Speaker 2>Lessons from the CEOs on how to start well and

0:32:13.280 --> 0:32:15.960
<v Speaker 2>perform quickly minus the common mistakes. It's a new book,

0:32:16.160 --> 0:32:17.280
<v Speaker 2>so be sure to check it out.