Bill Clinton was a very, very good speaker. But like many people who are great speakers and great thinkers and have a lot of energy and ambition, he talked too much.

The intellectual equipment needed for the job of the future is an ability to define problems, quickly assimilate relevant data, conceptualize and reorganize the information, make deductive and inductive leaps with it, ask hard questions about it, discuss findings with colleagues, work collaboratively to find solutions and then convince others.

The United States is a safe harbor.

More and more, leadership, whether it's profit or nonprofit, is about recruiting and keeping talented people. That's the biggest challenge. Yes, you've got to create systems that will enable people easily to innovate continuously; you've got to be a system-builder. But finding and keeping geeks and shrinks is the biggest challenge. That means leaders have got to be salespeople, they've got to be recruiters, and they've got to be actively able to understand and keep the talent they have. Leadership is courtship. That's what it's becoming.

Anyone believing the TPP is good for Americans take note: The foreign subsidiaries of U.S.-based corporations could just as easily challenge any U.S. government regulation they claim unfairly diminishes their profits - say, a regulation protecting American consumers from unsafe products or unhealthy foods, investors from fraudulent securities or predatory lending, workers from unsafe working conditions, taxpayers from another bailout of Wall Street, or the environment from toxic emissions.

The managers of the big brands have a very clear responsibility. It's attracting and keeping talented people in order to sustain and build the trustworthiness of that brand. There is no clearer objective in the economy. Your economic success depends on expanding and building your economies of trustworthiness.

I grew up poor. My mother raised a family of four on between $9,000 and $15,000 a year.