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

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.

The reason people come to work for GE, they want to be apart of something bigger than themselves, they want to work for a company that makes a difference, a company that is doing great things in the world.

Surviving a failure gives you more self-confidence. Failures are great learning tools - but they must be kept to a minimum.

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

I was never afraid of failure. I realized that I was responsible for my own success and that every day offers a new beginning and I was confident in my ability to improve.