it and seely believe it not only in my career but being on boards i serve on.t is not that you cannot keep going and do well. you are not going to drive the bus off the road were into a ditch. the question becomes at that point, can you differentially improve the organization? can you differentially do it? there is a point where it is hard to change. and so, i think when you get to that point, it is a really good idea, particularly if you have good candidates inside, that you say, here it is. is yours, take it charlie: it is yours -- it is yours, take it. it is one of the most important things. i think there are three constituents you have to worry about or three things you have to do when you become a c.e.o. for many years. one is you have to have a great board. the second is you have a strategy and process for thinking about change, value creation, constituents, etc. that whole piece. the third is, who is going to run the place? of the want to run the place is in some way offensive. you are not really running the place. something guy doing you have no clue ab