But I like to think that a lot of managers and executives trying to solve problems miss the forest for the trees by forgetting to look at their people -- not at how much more they can get from their people or how they can more effectively manage their people. I think they need to look a little more closely at what it's like for their people to come to work there every day.

The point is... you'd better figure out what your Customers - the Customers you want - value. Because that's what they'll buy. Anything else is a waste of their money, and they'll figure that out in a hurry.

Whether I'm at the hangar or at the airport or on an airplane, I get respect. And that's the best part of my day.

I've spent my life as an airplane mechanic, pilot, aircraft manufacturer and airline CEO who never lost a life or an airplane. I am considerate of the risk we take every time we fly. I also know we need to fly and always to improve safety.

In airplanes you have a choice between chocolate and vanilla. One year could be vanilla or it could be chocolate. I don't attach any relevance to which one.

It's not about market share. If you have a successful company, you will get your market share. But to get a successful company, what do you have to have? The same metrics of success that your customer does.

It's like telling Mozart that there are too many notes in an opera. Which one do you want us to take out?