Trust is enormously powerful in a corporation. People won't do their best unless they believe they'll be treated fairly. The only way I know how to create that kind of trust is by laying out your values and then walking the talk. You've got to do what you say you'll do, consistently, over time.

You talk about seeing around corners as an element of success. That's what differentiates the good leader. Not many people have it. Not many people can predict that corner. That would be a characteristic of great leaders.

One of the ways we'll know that Work-Out has been successful is that my style of leadership will no longer be tolerated in this company.

For a large corporation to be effective, it must be simple. For an organization to be simple, its people must have self-confidence and intellectual self-assurance. Insecure managers create complexity, real leaders do not clutter.

Globalization is now no longer an objective but an imperative, as markets open and geographic barriers become increasingly blurred and even irrelevant.

Not surprisingly, work-life moaners tend to be a phenomenon of below-average performers.

What the Commission is seeking cuts the heart out of the strategic rationale of our deal.