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.

Getting candor right - with your reports, your peers, and your boss - is a skill that can make or break your career.

You've got to eat while you dream. You've got to deliver on short-range commitments, while you develop a long-range strategy and vision and implement it. The success of doing both. Walking and chewing gum if you will. Getting it done in the short-range, and delivering a long-range plan, and executing on that.

Trying to get people to face reality and see the world the way it really is is an absolutely critical aspect of leadership, in my view.

The story about GE that hasn't been told is the value of an informal place. I think it's a big thought. I don't think people have ever figured out that being informal is a big deal.

The main social responsibility for a company is to win.

I’ve learned in a hundred ways that I rarely regretted acting but often regretted NOT acting fast enough.