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.

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.

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

I've been seeing the change. It's been steady. It's been more controlled than people think. And my own belief is that China knows it also needs to be part of the world, and that it needs to be able to have trade with Europe and the United States in order to house and feed a billion people. That's really kind of single-mindedly what they see their role as being.

I grew up in Cincinnati, Ohio, and my parents are really right wingers. My dad watches, like, five or six hours of Fox News every day and stuff like that.

If the only common thread you have as an industrial company is the fact that you think you're well managed, you can still be a pretty good company, but you're not going to be a dominant company, a competitive company over time.

You can't delegate growth or customer satisfaction.