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All we're trying to do is change how people think about fitness. And build Under Armour into the biggest brand in the entire land.

At Under Armour, we've created a very strong culture, a culture that first and foremost is built on people.

You can't control people. You must understand them. You have to know where they're coming from, their beliefs and values, what turns them off, what they're against.

As much as you may want to, you can't control what other people say or do; you can only control yourself.

I do what I do; I can't control who thinks what.

If you want to control other people, first control yourself.

Every one of my opponents, every one of my critics, will tell you that I am a generalist spread far too thin in an age when this is not done anymore, when responsible knowledge is specialized knowledge.

I can't control what people think. They know who I am.

I'm learning slowly to not be as much of a control freak. I can't afford to be all the time, but I'm getting better at communicating. Delegating parts of my vision for other people to execute has made it an easier process for knowing what I want, and what people can handle, and what I should probably save for myself.

You've got to trust people. And because I am a control freak, sometimes that's difficult for me, because I want to micro-manage absolutely everything. I can't hand over. But I'm trying to do that more.