Step one is to take ownership of figuring strengths ans weaknesses out. It starts with writing them down but, to take ownership, you have got to seek feedback of those who directly observe you - this is scary and uncomfortable for many people. It's no fun to hear negative feedback and most people don't want to stick their necks out to give it to you. So, you have to ask.

Consistent alignment of capabilities and internal processes with the customer value proposition is the core of any strategy execution.

I like films about people who figured out what they believed and had the guts to act on it in a way that added value to others. So, there are lots of movies that have characters who did that. I'll pick an odd one - Stranger Than Fiction because I really liked the movie - particularly the offbeat cookie maker. You'll have to see the movie to see what I mean. The movie also reinforces that you can be the author of your own script.

I loved my career at Goldman Sachs. I believed in business principle number 1: if the client succeeds, our own success will follow. This principle formed the basis for my career and my leadership style.

There's a step that leaders need to take; they've got to understand themselves.

Vision and priorities should precede actions. Actions should be judged through the prism of how the firm adds value and the key competencies it seeks to build.

In my opinion, you have to have a vision for how you add value to others through your product or service. Why do you exist? All of us need a reason to get out of bed in the morning and enthusiastically approach each day. Some people say money is their purpose - - my reaction is that, if money is your purpose, you risk running out steam well before you make a lot of money. Money is an outcome that comes as a result of adding value for a sustained period of time. I encourage people and companies to search for and articulate the vision for why they are doing what they're doing.