The great leaders that I have worked with are people who have a good sense of empathy with other people. They can walk a factory floor, or walk through a battalion and smell if there's something wrong.

I'm going to be bringing people into the public diplomacy function of the department who are going to change from just selling us in the old USIA way to really branding foreign policy, branding the department, marketing the department, marketing American values to the world and not just putting out pamphlets.

Good leaders set vision, missions, and goals. Great leaders inspire every follower at every level to internalize their purpose, and to understand that their purpose goes far beyond the mere details of their job. When everyone is united in purpose, a positive purpose that serves not only the organization but also, hopefully, the world beyond it, you have a winning team.

I would not presume from this distance, nor would America presume to say who should be the leader of the Iraqi nation.

I worked with the Nato Military Committee. The Head of the Luxembourg Armed Forces had equal standing with me, and I had to respect that. He was the leader of the armed forces of a sovereign country. I had to make sure he never thought that I was looking down on them, merely because they had less power than we did. With that kind of approach you can develop bonds of trust. I tried to do the same thing with my colleagues when I was Secretary of State.

In terms of the legal matter of creating a contract between two people that's called marriage, and allowing them to live together with the protection of law, it seems to me is the way we should be moving in this country.

Being in charge sometimes means making people mad. Some days you have to overrule even the best advice, because you think it is not right.