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

It's the sustained ability to change that really counts.

There is no real magic to being a good leader. But at the end of every week, you have to spend your time around the things that are really important: setting priorities, measuring outcomes, and rewarding them.

I think there's a need for somewhat of a mindset change. We need to have a consistent external focus. We've always had the research labs. We've always had the resources to be innovative, and we've been innovative in a number of businesses. But, in any big company, you have to constantly push people to look at markets and customers, rather than look internally at themselves.

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.

Good leaders are very curious, and they spend a lot of time trying to learn things.

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