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."

Pacing is really important in an organization.

My father builds homes. So I grew up around the idea that you can take a piece of land, and you can bulldozer it and build new homes on it. You can create something new.

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 trust people, and I respect their areas of responsibility.

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.

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.