You know a good board when you see one.

When I became CEO of Xerox 10 years ago, the company's situation was dire. Debt was mounting, the stock sinking and bankers were calling. People urged me to declare bankruptcy, but I felt personally responsible for tens of thousands of employees.

The day I was announced as CEO, I think the stock dropped another 20%.

My dad was an editor and a writer, and that's actually what I aspired to be.

Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership.

I'm at the gym at 6, so I'm usually in my office by 7:15. And I try to not schedule a lot of meetings before 8. So I've got that first hour to get myself organized for the day and to make sure that I've structured what I want to do.

You know a good board when you see one.