The value of being connected and transparent is so high that the roadbumps of privacy issues are much lower in actual experience than people's fears.

If you have to conduct layoffs, which is always a regrettable thing, there's kind of three things that are very important. One is to communicate well with your employees in order to help them understand why it is you're doing, and how. Second is to make sure that the employees who are part of the go forward, understand kind of what happened and are not like the ground doesn't keep moving. It's like, okay, we did that, we're moving forward, here we go. And then for the employees that you unfortunately have to let go, try to provide as much support for them as possible.

Well, well-run companies always have a focus on growth and the two lines, which includes profit. The key thing during, I think, tough times, is to make sure that you've covered the basis for when something, you know, essentially things taking longer, bad luck, adversity, other kinds of circumstances may occur. Make sure that you can monitor to win, it's potentially, you know, something is going to go wrong, monitor early enough, and then take appropriate action to essentially counteract that or shift your strategy or plan, even if in fact something is not working out as well as it is.

One of the things is when you think, "Wait, I'm fearful of retaliation, I'm fearful of oppression because of someone who is going into a public office, who might be vengeful for their own personal reasons, that's actually not a reason to hide - that's a reason to step up, right?"This is part of what we learned from the 1920s.

We understand that most of the middle class doesn't know what to do, doesn't feel like they have economic progress, and [Hillary Clinton] goes, "OK, I realize that's my top agenda item. That's the thing I need to do."

I was never given this advice, people aren't given this advice, focus on growing and maintaining relationships for your network, and that's key. And most of the advice tends to be, you know, discover your strengths, build up your resume, get a title, all of that stuff pales in comparison.

Times of economic crises can change what the competitive landscape looks like, because when, for example, you have boom times, capital is easy to come by, growth is easy, sometimes what you focus on is, you know, how to accelerate in the boom. During economic crises, the question is, the companies that come out of, you know, that are sailing through that with the best liquidity, both assets on the balance sheet, making money, ability to grow their businesses, get a disproportionate competitive advantage.