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.

When you're leading, you're generally trying to lead change, and I think it was Roy Amara, who said about technology, "We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run." And I think the same applies to change within an organization.

People who work for me know that they have a lot of autonomy. I like to know what's going on, and I'll offer my opinion, but I want people to feel that they can say to me, "That's great that you have that opinion, but, no, we're not going to do that."

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.

Pacing is really important in an organization.

You're surrounded by other people all the time. And you have to take responsibility if you're the eldest or one of the older siblings, and you're constantly communicating in a way that perhaps you aren't if you're in a smaller family.