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Every company, every boardroom in which I sit, has a plan, and they have objectives, goals, and a process. And to make it work, the pressure and incentive have to come from the top.

In life, everybody faces choices between doing what's popular, easy, and wrong vs. doing what's lonely, difficult, and right. These decisions intensify when you run a company, because the consequences get magnified 1,000 fold. As in life, the excuses for CEOs making the wrong choice are always plentiful.

As a company gets big, the information that informs decision-making gets massive. Depending upon the prism through which you view the business, your perspective will vary. If two people are in charge, this variance will cause conflict and delay.

When a company is facing a problem, it always takes a stance and takes a decision, but at the same time it wants to make sure of what it can learn from it, what enhancements it can make.

Companies that get confused, that think their goal is revenue or stock price or something. You have to focus on the things that lead to those.

You have more independent eyes scrutinizing the decision-making and financial statements of companies.

When you are in a growth company, you have to really open people's eyes to the bigger possibilities so they think differently. Once they understand how to define success and what their role is in success, they make better decisions, and you can push decision-making down.

The bottom line is, when people are crystal clear about the most important priorities of the organization and team they work with and prioritized their work around those top priorities, not only are they many times more productive, they discover they have the time they need to have a whole life.

I work strategically with my management team to make all decisions.

When your values are clear to you, making decisions becomes easier.