Most of my career has been in sales. I spend 50% or more of my time with customers and employees, and I can't wait for it to be more than 50%.

Not everybody is created equal, and it's important for companies to identify those high potentials and treat them differently, accelerate their development and pay them more. That process is so incredibly important to developing first-class leadership in a company.

I learned how to be a learner. When you get in a job, the tendency is to say, 'I've got to know it. I've got to give direction to others. I'm in this job because I'm better and smarter.' I always took a different view, that the key was to identify the people who really knew and learn from them.

Even under the most difficult circumstances you can have creative flexibility.

When you have that window of opportunity called a crisis, move as quickly as you can, get as much done as you can. There's a momentum for change that's very compelling.

An important mark of a good leader [is] to know you don’t know it all and never will.

Entire families work for Xerox.