I think in most companies you're surrounded by the past. You may have a Web site or archives or a lobby that sort of shows off your work of the past. The future is not as tangible.

I'm the eldest of six kids, and I think that may have some significance. I think there's some correlation between maybe being the eldest and wanting to blaze a trail. I think that probably helps in some way.

I really appreciate it when people say "no" to me. I want people to understand that I'm totally supportive of what it is they're trying to do as long as we're all on the same team.

My parents both left school at 14, but my parents are incredibly smart, successful, thoughtful people. So one of the lessons I learned from my parents is that the fancy degree is just a foot in the door, and there are a lot of very smart people out there who don't necessarily have the fancy degrees. And given the opportunity, they can do amazing things.

Pacing is really important in an organization.

I have in the past tended to overestimate the amount of change I can affect in the short run and then not fully appreciate the change I can affect in the long run. And so I've learned that it's critical to think carefully about the pace of change, and it's something that I've learned the hard way.

I trust people, and I respect their areas of responsibility.