Take time to get to know people. Understand where they are coming from, what is important to them. Make sure they are with you.

I wanted to change the rules of engagement, asking for more- from fewer. I was insisting that we had to have only the best people...If you wanted excellence, at a minimum, the ambience had to reflect excellence.

The operative assumption today is that someone, somewhere, has a better idea; and the operative compulsion is to find out who has that better idea, learn it, and put it into action-fast.

The idea flow from the human spirit is absolutely unlimited. All you have to do is tap into that well. I don't like to use the word efficiency. It's creativity. It's a belief that every person counts.

Focus on a few key objectives ... I only have three things to do. I have to choose the right people, allocate the right number of dollars, and transmit ideas from one division to another with the speed of light. So I'm really in the business of being the gatekeeper and the transmitter of ideas.

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.

Arrogance is a killer, and wearing ambition on one's sleeve can have the same effect. There is a fine line between arrogance and self-confidence.