One of the things about leadership is that you cannot be a moderate, balanced, thoughtful, careful articulator of policy. You've got to be on the lunatic fringe.

Shareholder value is the result of you doing a great job, watching your share price go up, your shareholders win, and dividends increasing. What happens when you have increasing shareholder value? You're delivering better employees to their communities and they can give back. Communities are winning because employees are involved in mentoring and all these other things. Customers are winning because you're providing them new products.

Nothing is worse than the person in their 40s who says, 'I'm not going to learn this.' 'I don't carry an iPad.' That will label you and put you right in the corner. Some people do it as a badge of honor. I've seen them myself, they walk around bragging [about not knowing much about technology].

Keep learning; don't be arrogant by assuming that you know it all, that you have a monopoly on the truth; always assume that you can learn something from someone else.

We know where most of the creativity, the innovation, the stuff that drives productivity lies-in the minds of those closest to the work. It's been there in front of our noses all along while we've been running around chasing robots and reading books on how to become Japanese-or at least manage like them.

As leaders, we owe it to every employee to let them know where they stand in the organization.

Does coaching work? Yes. Good coaches provide a truly important service. They tell you the truth when no one else will.