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There are so many issues, so many opportunities to bring people together who have different perspectives, to develop action plans, and to have a significant impact on those issues.

Everyone has an idea over time of what the business should be, and during the formative period, too many opinions could be disruptive.

When I consider a problem, it is now instinctive for me to think about the institutions involved, the authorizing environment, possible coalitions, likely opposition, implementation, legal issues, resource dimensions, communications - and how the problem fits into a stream of other issues.

I like tackling problems that I can see making an impact on real people and real businesses immediately.

Some problems are so complex that you have to be highly intelligent and well informed just to be undecided about them.

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.

Leadership has a harder job to do than just choose sides. It must bring sides together.

I strongly believe in political activity that has to do with choices - and not consensus that sometimes covers problems and doesn't resolve them.

It has been the way of Rotary to focus thought upon matters in which members are in agreement, rather than upon matters in which they are in disagreement.

I'm focusing on the issues that bring people together and build broad majorities.