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.

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

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.

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.

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"

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.