I'm out talking about this company (General Electric) seven days a week, 24 hours a day, with nothing to hide. We're a 130-year-old company that has a great record of high-quality leadership and a culture of integrity.

The best thing you can give as a leader is a reason to trust. People want to trust. They're hungry for it. But they're selective. They'll only give it to a motivator, a communicator, a teacher, a real person. Someone who in good times and bad always does the right thing.

Really, the one thing that actually works - you know, state-run communism may not be your cup of tea, but [China's] government works.

Every leader needs to clearly explain the top three things the organization is working on. If you can't, you are not leading well.

People ought to invest in us because they like our company and the way they run it. We still do quarterly earnings guidance, but we tell people openly that they ought to look at the company for the long term and that's how they ought to invest.

Enron and 9/11 marked the end of an era of individual freedom and the beginning of personal responsibility.

The most important thing I've learned since becoming CEO is context. It's how your company fits in with the world and how you respond to it.