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As an owner, you have a choice. Do you want to adopt a vision that you think is real sharp and real cutting edge and could get you from good to great - has a chance - or do you want to just say the organization is not about that, and we're not going to try to adopt a new coaching philosophy and vision.

At the end of the day, if you're a professional athlete in track and field you are the CEO of your company.

You move an organization when they understand where you want them to go.

Once you start, there is no end to who is to go in and who is to be left out.

You have to decide who you are going to serve - stockholders or your customers.

When you manage your company for long-term shareholders, and you manage the company for clients, two of the biggest stakeholders, you will make the right decisions.

It won't do away with hierarchy totally, but the principal leader will be the person who most exemplifies the kind of organization and behavior required who is best able to create the conditions such organizations require.

Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.

I think every acquisition is unique and different. The best strategy is to listen to the founders and follow their lead.

Our company is built on people - those who work for us, and those we do business with.