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.

In business as in life, sometimes bad things happen to good people, and sometimes good things happen to bad people. But over time, if you play long enough, everybody gets what he deserves - good and bad.

And people is the most important part of my job. I spend one third of my time on people.

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.

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.

Values can't just be words on a page. To be effective, they must shape action.

You can't delegate growth or customer satisfaction.