I have to trust people. There's no system of controls that can replace trust, so I need to reinforce that trust, and part of reinforcing trust is making sure that people feel accountability, and with accountability comes some degree of autonomy. You don't have one without the other.

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.

I think that's just one type of leadership, which is the type I have: the need to find a new way and take responsibility for other people.

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.

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.

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