Why I Cried on Stage as a CEO

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Why I Cried on Stage as a CEO

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I cried on stage this week, in front of thousands of people. In front of the entire industry. The press in the room wrote about it. I couldn't believe it. Some people will tell you it isn't becoming for a CEO to cry in public, much less in front of the entire industry. They'll tell you it isn't good executive presence. So let me explain what happened in Atlanta last week. Let's get into it. On the Main Stage in Atlanta Last Tuesday I was in Atlanta for SCTE TechExpo, on the main stage for the opening session. Three of us were on stage: Chris Winfrey, chairman of the CableLabs board and chairman and CEO of Charter Spectrum; Mark Bridges, who takes over as CEO of CableLabs in January; and me. Let me give you a little context on how I got here. I was previously the CTO at HP, and I left at the end of 2011 thinking I was retiring. A week later, CableLabs called. Over the next five months, retiring turned into moving to Colorado to run CableLabs. I didn't come from cable. That wasn't my background. I'm grateful the board took a chance on an outsider, and glad I said yes when I wasn't sure what I was jumping into. The last two times I retired, from Teligent after the IPO and from HP, the next role came looking for me. This time, if anyone comes looking, I'll tell you right now: the answer is no. Innovation Is a Team Sport I've said this many times, here on the show and in the innovation boot camp courses I teach. Innovation is a team sport. That means the CableLabs team, the operators who fund the research lab, and our vendor partners. We could not have achieved our success without that community and the effort of everybody in it. Some of the articles are highlighting things that happened over my fourteen years, but none of it happened because of one person. This is by far the best job I have ever had, bar none. That's also why it is so hard to step away. That's what hit me on stage. It felt like I was saying goodbye to an industry and a CableLabs team I've been part of for fourteen years. Then I looked over and saw my grandson in the front row. Good Succession Plans Take Time I never wanted to be the leader gripping the desk, where someone has to pry his fingers off and push him out the door. I wanted to make the transition when I felt my successor was ready. Good transitions are not single events. It isn't the press release where you announce the new person and ride off into the sunset. A good succession plan is deliberate, and it takes time. Ours started 18 months ago, with me talking to the board of directors about my personal intent and about who I felt was ready. At CableLabs, we run a world-class succession process. For the last eight years, we've met with the board once a year and reviewed successors for every executive function at CableLabs. So the board knew our bench, how deep it was, and our plan to prepare people to step up into the next role. Mark Bridges is my successor as CableLabs CEO, and he is absolutely the right guy. He's been with CableLabs longer than I have - 16 years - and we've worked as a team for a decade. He's been our CTO for the last three years, and on August 1, he became president. He knows the organization and the CEOs of all our member companies. The board is unanimously united behind him, and so am I. I'm handing off roles and functions as we go, so that on January 1 he takes over the CEO title. I've also committed to both the board and Mark that I'll stay available to advise them throughout 2027. Who Is Ready to Step In for You? Let me ask you a question. If you left your role in 90 days, who is ready to step in and take on your function? If you think holding on to information makes you harder to replace, you're thinking it wrong. Strong leaders plan for their succession. You may have to leave for a medical reason or a family reason. Either way, you do not want to leave your organization in the lurch. So, who is ready? If you don't have anybody, start working on it now. The other question: which relationships exist only in your head or on your phone? Are you hoarding them, or are you sharing them with the person you've identified as your successor? If you want to be remembered as a model leader long after your career, leave the organization stronger than you found it, and hand it to somebody ready to take it further. Why Now? The question everybody asks is, why now, Phil? Why retire now? Age is part of it. I'm 66. But the real reason is my grandkids. I have five, ages 10 to 14, and I want to go do things with them. The oldest leaves for college in a handful of years, and I know how fast that clock runs. My 14 years at CableLabs flew by, and the years are going even faster now. I want to spend the time I have left with them. What's Next What I'm committing myself to is building the next generation of innovators. The YouTube channel and the podcast are staying. That's my investment in innovators out in the world. I'm also making that investment at ...

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