I believe that only a subset of us is meant to lead. The rest want to follow.

The problem is not the sentiment, it's the execution. When a company makes a mistake, the individual benefits because they've learned how NOT to do something while the institution had to pay for the mistake.

I believe in labeling things.

I know a lot of great success stories of those who were excellent problem-solvers because they had found a need that they could fill well. As a result, they built organizations around them and those organizations had belief systems that could be described as a form of leadership.

I grew up in a modern business environment and did not experience the kind of prejudice that my mother and grandfather experienced.

As you climb of the organizational ladder, you have to redefine your role in the value chain from player to captain to coach to manager, and for some, to owner. These are different roles and you won't be able to succeed as a manager when you're acting like a player.

Still, it formed one of my basic beliefs about success which is this: most of the time, success can be measured in terms of how much more than others you have of something that's in short supply. This includes money, reputation, respect, etc.