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I never say I am a guru.

The fact was that I had always been considered a leader in my scholastic career. It just never dawned on me that this was any kind of preparation for the business world. Like most young women of my background and education, I always performed on demand and never anything else.

You have to be a well-rounded leader. You can't fly by the seat of your pants anymore. You have to be incredibly tough-minded about standards of performance, but you also have to be incredibly tenderhearted with the people you're working with.

I look up to people that are much older than me, so being a mentor is a full time job.

I view my role more as trying to set up an environment where the personalities, creativity and individuality of all the different employees come out and can shine.

My kind of success has come a little bit later in life. I'm not 20 any more and these people I've been working with have been successful and good at what they do for a long time.

No one becomes an expert in a new career overnight, even if you are coming from another career where you were established and experienced.

I'm from the school that great performers and great leaders create more great leaders. Give people other experiences, other responsibilities. Have them join organizations within the company and outside the company.

I have learned to pare down what I do and still be effective and strong in a role.