Success...is no longer a simple ascension of steps. You need to climb sideways and sometimes down, and sometimes you need to swing from the jungle gym and establish your own turf somewhere else on the playground.

The fastest way to change yourself is to hang out with people who are already the way you want to be.

The key thing for a CEO to keep their head in the game is recognize that there's turbulent times, plan for, you know, bad luck as well as good luck, keep people focused on what the key, you know, business wins are, and you know, provide the energy that people always need in order to, you know, to go into battle because, you know, work is hard and go into work and do that well. And provide a good leadership beacon for that. In other words, it's the same thing that makes good leadership in any other time.

There's a lot of people in the world that would love to trade places with American citizens, and we are very fortunate to be here.

The first set of questions to ask yourself when you're doing cost cutting is relatively straightforward, which is, you know, can you use the necessity of cost cutting as an opportunity to do pruning or trimming for projects that aren't being as successful? But, you know, frequently those are the easy ones. I mean, there's always some kind of social costs internal to the company, but that's the easy way of looking at the future.

I get energy from one-on-one conversations most often, and I lose energy from group conversations most often.

When you turn a company profitable you've gone from a company whose days are numbered to a company whose days can be infinite.