In crisis times, it's actually not more difficult to motivate your staff, because everyone gets much more focused on how they control their own economic destiny. So, what you do is you have clear communication, which is always a good leadership technique, and you talk about how you can build something good and strong in the future, and how you can work together in order to do that.

Trust and mutual value creation helps both employer and employee compete in the marketplace.

A product needs to be sufficiently innovative to distinguish itself from the pack, but not so forward thinking as to alienate the user.

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

One of the really key things to look at in terms of crafting strategy when you're in an economic crises is how do you maximize essentially your liquidity position? Your ability to both take kind of profits and revenues and business and then convert that into a stronger lead. And so those companies that can do that can actually, you know, get a march on their competitors.

We have made a huge amount of progress over the last 50 years by enabling trade, by enabling kind of collaboration and learning. And actually, in fact, when you look at your average 30-year-old today, they're much better off than a 30-year-old 20 years ago, 30 years ago, because of progress in technology and health care and all the rest of this.

One of the tests that I frequently use in an interaction is I push on the idea and what I'm looking for is both flexibility & persistence.