Every leader needs to clearly explain the top three things the organization is working on. If you can't, then you're not leading well.

I grew up in Cincinnati, Ohio, and my parents are really right wingers. My dad watches, like, five or six hours of 'Fox News' every day and stuff like that.

If the only common thread you have as an industrial company is the fact that you think you’re well managed, you can still be a pretty good company, but you’re not going to be a dominant company, a competitive company over time.

People ought to invest in us because they like our company and the way they run it. We still do quarterly earnings guidance, but we tell people openly that they ought to look at the company for the long term and that’s how they ought to invest.

The most important thing I’ve learned since becoming CEO is context. It’s how your company fits in with the world and how you respond to it.

It’s the sustained ability to change that really counts.

Every leader needs to clearly explain the top three things the organization is working on. If you can’t, you are not leading well.

The best thing you can give as a leader is a reason to trust. People want to trust. They’re hungry for it. But they’re selective. They’ll only give it to a motivator, a communicator, a teacher, a real person. Someone who in good times and bad always does the right thing.

Seeing people in person is a big part of how you drive any change process. You have to show people a positive view of the future and say “we can do it”

You can’t delegate growth or customer satisfaction.