Bob Johnson, CEO, York Stock Exchange discussed on No Limits with Rebecca Jarvis
You know, all of a sudden, we had to start doing gender Lee reports, and dealing with the SEC and all of that. So, you know it wasn't like you fury him. You know, I'm I'm made it and I'm done. And it's like, oh, this is very nice. And we didn't have the executives didn't have stock ahead of time. We got stock as part of the offering. So we didn't have the same success feeling that Bob Johnson did. Because he owned the company he and TCI and John Malone. And H B O had a small piece of the company also. So, so I'm sure they felt it. A lot more than we did. I remember having to get back to work that day. And okay. And we had some hiccups along the way learning to be a publicly traded company, but it was it was so exciting. And I just remember more than anything else, the excitement of the people at the new York Stock Exchange there was one guy. I can't remember his name, but he was the only African American male with a seat on the New York stock. I think his name was Harold, duly just came back to me. And he called me like the week before. And he said, I would be so proud to stand with you all on the day you go public, and I mean things like that. I you know, had never thought about, but he was the only black man the only black person who had a seat on the new York Stock Exchange and he wanted to be there with us that day. So it was it was an exciting time. And that is really exciting. You talked about the fact that you end up in the COO role because someone else was looking out for you. Yes. Was saying good job right after you were there. Was there a hunger to continue climbing to get to that CEO role? At what point was it sort of, in your consciousness of I like to be the CEO of this company? It was almost immediate because he had never had a COO before. So the day it was announced that I had that position. Everyone started treating me like the heir apparent they really did. And I didn't realize it was going to be that way. But everyone said, oh, Bob's preparing to leave at some point. And that's both good and bad. Yeah. In anything, exactly. Was it was good and bad. You know, it was good because I could start the training process to become CEO now, I think how long did he stay after that a while, and Viacom eventually acquired BT's? So that was another. For mation oh corporate event. But during that time I had there were other parts of the business, I had to learn. I mean, because I was general counsel, I knew the legal side, I knew a lot of the business side. But I didn't know anything about advertising programming or you know, I knew a lot about affiliate sales because those are huge contracts for us. But there are other parts of the business, I had to learn and so he gave me several years to be able to do that. And people if started calling me, you know, p our partners people were doing business with, if they couldn't get a hold of Bob. So it was a good. It was a good training period before Bob Johnson left. And so, you know, I, I'd have to say I did have my eye on it because everyone treated me like that. And in terms of what you needed to learn a long way. What's the most complicated thing that you have to learn on your path to CEO? Wow. That's an interesting question. I think. There's a there's a bit of a learning curve, depending on how much of the company you've seen before then. But I think the real thing you have to learn is how to manage people, and that's not something they teach you in any business school. Maybe a little bit in business coupe, not Iran. Yeah, it takes experience and learning how to motivate executives and how to put together a team.