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.

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.

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.

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

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.

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.

Seeing people in person is a big part of how you drive any change process. You have to show people a positive view of the future and say "we can do it"