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.

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 trust people, and I respect their areas of responsibility.

Pacing is really important in an organization.

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 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 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.