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You have to stick out the toughness of the business and form relationships with the people in it.

You can't base an industry solely on one person. That's a very vulnerable business strategy.

Having created a business that is a success, when you are in a nepotistic situation, people who don't do anything themselves, well, it is easy for them to say it's never good enough.

When someone takes their existing business and tries to transform it into something else - they fail. In technology that is often the case. Look at Kodak: it was the dominant imaging company in the world. They did fabulously during the great depression, but then wiped out the shareholders because of technological change.

During the financial crisis, I worked with hundreds of executives who struggled as a result of their thoughts about job security. When their beliefs changed, so did their emotional experience - and they were then able to focus on the task at hand more effectively.

I worked in information technology and academia for a long time and met many people who were better with things and ideas than with people.

My experience has shown me that the people who are exceptionally good in business aren't so because of what they know but because of their insatiable need to know more.

When you are in business for a long time, you go through good times and bad times. When you go through bad times, you learn to control costs, satisfy customers better, satisfy employees better and become more transparent. Therefore, you build character in the company.

Business is always looking to avoid the toughest norms. But some do it in a civilized way, while others push it using uncivilized, brazen methods.

People have got to get over the fear of not being able to trust others. I come across people who are very successful in their own sphere, and really believe they can do it all themselves, but they can't.