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Steve Palmer reveals the reason for the fact that Microsoft leaves his best decision

Steve Palmer, former CEO of Microsoft, said that his best step after step down from the technology giant in 2014 was emotionally separated from the company – although he admitted that it was not easy and it took nearly a year to completely abandon it.

In an interview on the “acquired” podcast that was published on Monday, Palmer opened about the emotional challenge of moving away from the company that helped build more than three decades.

“My child was,” said Palmer, who replaced the founder Bill Gates as an executive head in 2000 and led the company until 2014.

Palmer, known for “developers! Developers! Developers!” Developers! The chanting said at the conference of the first decade of the twentieth century, that he initially tried to stay involved, not operating, but as a very operating investor.

He said he read everything, attended the conferences and even went to a shareholder meeting where, according to his own account, “a kind of rooster.”

“I was very emotional,” he said. “You can’t control anything anymore, so it’s difficult. You don’t want to remain emotionally connected because it is like,” Oh, I must return to everything and fix it. “

During the next year, Palmer said he worked slowly to give up. But his emotional association deepens when he and his wife, be loved Snyder began to intensify charitable work, ultimately prompted him to think about selling all Microsoft shares.

“It was not a matter of money,” he said. “The only thinking process was emotional separation.”

But before he can reach the sale button, a former Microsoft Fellow said with him in financing.

He said, “You cannot sell,” she said. This will deserve a lot.

Now, Palmer said he found a balance.

“I will only be loyal and emotionally separated enough, so this is fine,” he said.

He said that he is no longer a match for the highest levels or its lowest levels, and he has peace of mind and he knows the basis that was built and threatened regardless.

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