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 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 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 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 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.

Pacing is really important in an organization.