Change before you have to.

I’ve learned that mistakes can often be as good a teacher as success.

Getting the right people in the right jobs is a lot more important than developing a strategy.

Business has to be fun. For too many people, it's "just a job."

Giving people self-confidence is by far the most important thing that I can do. Because then they will act.

Being a CEO is the nuts! A whole jumble of thoughts come to mind: Over the top. Wild. Fun. Outrageous. Crazy. Passion. Perpetual motion. The give-and-take. Meetings into the night. Incredible friendships. Fine wine. Celebrations. Great golf courses. Big decisions in the real game. Crises and pressure. Lots of swings. A few home runs. The thrill of winning. The pain of losing. It's as good as it gets! You get paid a lot, but the real payoff is in the fun.

The best way to support dreams and stretch is to set apart small ideas with big potential, then give people positive role models and the resources to turn small projects into big businesses.

In manufacturing, we try to stamp out variance. With people, variance is everything.

I wanted to change the rules of engagement, asking for more— from fewer. I was insisting that we had to have only the best people...If you wanted excellence, at a minimum, the ambience had to reflect excellence.